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Lean Management

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.

1. What is level five of key 5?
It provides pickup or transfer information - Provides production information - Prevents overproduction and excessive transport - Serves as a work order attached to the goods - Prevents defective products by identifying the process making the defectiv
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Time control and commitment
Study the movement and motions of a worker or associate

2. What is level two of key 8?
Discovery is initiated by dissatisfaction - What needs to be improved? (PQCDSM checklist) - Analysis of current conditions - Identify major problem points - Create improvement plan - PDCA - Follow up/ Anchor Change
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Executives do not understand the high rate of return linked to integrated improvement.
Emphasize the connections between processes and full employee participation in improvement making

3. What are the five components of TPM?
Quick changeover technology
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Morning pep talk meetings are held everyday

4. What is the purpose of Cyclegraphic analysis?
Each process must provide quality products in the desired amounts to their store so their next process customer can get exactly what is needed next. Taking from you what I need and the stocker replenishes it: shopping - Far less WIP here than with pu
Filming someone with a light on their finger so you can see the movements to better improve the design.
Supervisors meet to work out time control issues
Manufacturing value analysis

5. What are the three evils?
The available production time divided by the rate of customer demand
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Contamination - inadequate lubrication - misoperation
It's hard because it deals with attitudes of employees.

6. What is the trouble with large-lot production?
Inventory waste - Delay - Declining quality
Cycle time - work sequence - standard inventory
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Everyone understands the need for PM; PM has been implemented for the most important machines.

7. What is preventive maintenance?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
No one realizes that monitoring is waste - not work
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Everyone understands the need for PM; PM has been implemented for the most important machines.

8. At level three of key 6 - what is the methodology employees have been trained to use?
Industrial engineering methodologies
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Involving production employees in the total machine maintenance process.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

9. What are the steps in Shingo's changeover system?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Machines work together to prevent overproduction - it stops once it meets demands.
Staying competitive with yesterday's products is difficult - if not impossible.
Inventory waste - Delay - Declining quality

10. What is predictive maintenance?
Determining the life expectancy of components in order to replace them at the optimum time.
Machines work together to prevent overproduction - it stops once it meets demands.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

11. What is multi-process handling?
Manufacturing value analysis
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Inventory waste - Delay - Declining quality
One operator handling several machines or processes

12. What are the benefits of quick changeover for companies?
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Morning pep talk meetings are held everyday
Doubling productivity - Productivity = Output / TEE

13. What is level four of key 7?
Anyone could find any file within one minute.
Filming someone with a light on their finger so you can see the movements to better improve the design.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

14. What does manufacturing value analysis do?
It generates a payoff that covers the capital and human investment. The benefits of TPM can only be estimated but - nevertheless - should be based on life-cycle costing.
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Staying competitive with yesterday's products is difficult - if not impossible.

15. What is level 3 of key 9?
Each section does its own thing; each workplace functions independently
Operators know they must keep their machines in good condition and eliminate the three evils.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Identifying and repairing equipment problems before they cause breakdowns. Create a maintenance log for every machines. Then determine which machines are most important and in most need of PM and label these machines as 'Designated PM Equipment'.

16. Full work systems
Workers are conscientious about sticking to the work throughout the designated working areas.
Determining the life expectancy of components in order to replace them at the optimum time.
The available production time divided by the rate of customer demand
Match production volume to demand volume - Operate at the speed of the slowest machine - Standard intra-process inventories are always maintained - The machines work together to prevent overproduction - or stop or shut down after processing a standa

17. What is level two of key 7?
Everyone recognizes that monitoring is waste
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
The customer's order starts the process
Work and break times are left to the workers' discretion

18. What is level 1 of key 9?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Doubling productivity - Productivity = Output / TEE
Run the machines into the ground
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

19. What is level two of key 5?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Quick changeover studies begin; some employees are learning how to implement single changeover.

20. What is the framework for the morning meeting - the after lunch meeting - and the end-of-the-day meeting?

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21. What is the value of TPM?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Time it takes to make one unit
It generates a payoff that covers the capital and human investment. The benefits of TPM can only be estimated but - nevertheless - should be based on life-cycle costing.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

22. What is level one of key 8?
Each section does its own thing; each workplace functions independently
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Can only be done when the machine is stopped or shut down.
Filming someone with a light on their finger so you can see the movements to better improve the design.

23. What is the warning Kobayashi gives with respect to Key 10?

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24. What is the purpose of video analysis?

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25. What is level three of key 6?
Match production volume to demand volume - Operate at the speed of the slowest machine - Standard intra-process inventories are always maintained - The machines work together to prevent overproduction - or stop or shut down after processing a standa
Involving production employees in the total machine maintenance process.
People have learned how to make systematic improvements at each process.
Maintain normal conditions - early discovery of abnormalities - and prompt response.

26. What is the goal of motion study?
To eliminate the big 3.
Preventative maintenance - Prevention maintenance - Corrective prevention
Run the machines into the ground
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments

27. What is takt time?
The available production time divided by the rate of customer demand
There is a shotgun approach to improvements; people have little concern for improving methods.
Everyone understands the need for PM; PM has been implemented for the most important machines.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

28. What is the strategic business development loop?
Workers are conscientious about sticking to the work throughout the designated working areas.
Knowledge - Job security - Safety - Simplicity
Executives do not understand the high rate of return linked to integrated improvement.
Emphasize the connections between processes and full employee participation in improvement making

29. What is the 'Six-Tenths Rule'?
Maintaining equipment
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
They are the result of poor arrangement - timing - and/or work methods. Are all cost and should be eliminated or reduced. (Search - find - select - proposition - hold)
Double capacity and the per unit production cost is 60% of the lower capacity option.

30. What is kaizen?
Can be done while the machine is still processing.
Each process must provide quality products in the desired amounts to their store so their next process customer can get exactly what is needed next. Taking from you what I need and the stocker replenishes it: shopping - Far less WIP here than with pu
Continuous improvement of person and process
Can only be done when the machine is stopped or shut down.

31. What is level one of key 7?
Emphasize the connections between processes and full employee participation in improvement making
Backorders create complacency.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
No one realizes that monitoring is waste - not work

32. What is the purpose of Therblig analysis?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Factory employees begin setting up inter-process stores
Supervisors meet to work out time control issues
Helps you understand the facts as they are.

33. What are the benefits of quick changeover for associates?
Machines work together to prevent overproduction - it stops once it meets demands.
It provides pickup or transfer information - Provides production information - Prevents overproduction and excessive transport - Serves as a work order attached to the goods - Prevents defective products by identifying the process making the defectiv
Knowledge - Job security - Safety - Simplicity
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

34. What is level five of key 7?
Continuous improvement of person and process
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Everyone recognizes that monitoring is waste

35. What are the motions that do not perform an operation?
Filming someone with a light on their finger so you can see the movements to better improve the design.
Workers are conscientious about sticking to the work throughout the designated working areas.
Each process must provide quality products in the desired amounts to their store so their next process customer can get exactly what is needed next. Taking from you what I need and the stocker replenishes it: shopping - Far less WIP here than with pu
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)

36. What are the motions that slow down Type 1 motions?
No one realizes that monitoring is waste - not work
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
They are the result of poor arrangement - timing - and/or work methods. Are all cost and should be eliminated or reduced. (Search - find - select - proposition - hold)

37. What is level 4 of key 9?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Maintaining equipment
Prevents equipment from breaking down or malfunctioning.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

38. What is key #5?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Quick changeover technology
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Continuous improvement of person and process

39. What is level 1 of key 10?

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40. What are the functions and rules of kanban?
Preventative maintenance - Prevention maintenance - Corrective prevention
It provides pickup or transfer information - Provides production information - Prevents overproduction and excessive transport - Serves as a work order attached to the goods - Prevents defective products by identifying the process making the defectiv
Work and break times are left to the workers' discretion
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

41. What does TPM do?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Hands-on activity based on the facts - not opinion.
Prevents equipment from breaking down or malfunctioning.
Executives do not understand the high rate of return linked to integrated improvement.

42. What appears to be the primary metric in key 6?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Time measuring
Quick changeover studies begin; some employees are learning how to implement single changeover.

43. What is an external setup element?
Can be done while the machine is still processing.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Operators know they must keep their machines in good condition and eliminate the three evils.
Identifying problems before they cause breakdowns.

44. What does kanban do?
Everyone recognizes that monitoring is waste
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Eliminate certain processes that produce or create waste.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

45. What is the purpose of Chronocyclegraphic analysis?
Filming someone with a light on their finger that blinks at a pre-determined interval so you can see the movements to better improve the design.
Inventory waste - Delay - Declining quality
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
An approach that seeks to fully establish the conditions needed to prevent breakdowns. This approach starts by asking 'why?' repeatedly to discover root causes of breakdowns so that problems can be fixed at the source.

46. What are the 6 Big Losses of TPM?
1. Breakdown losses (function loss and function reduction) 2. Changeover losses 3. Idling and minor stoppage losses 4. Quality defects and rework (special cause and common cause) 5. Reduced speed losses 6. Start-up/yield losses
Time it takes to make one unit
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Eliminate certain processes that produce or create waste.

47. What are the different types of motions required for performing an operation? (Type 1 motions)
Each section does its own thing; each workplace functions independently
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Can be done while the machine is still processing.

48. What is the purpose of operator flow charting?
Machines work together to prevent overproduction - it stops once it meets demands.
Industrial engineering methodologies
Eliminate certain processes that produce or create waste.
At least 10% of the projects have succeeded in establishing unmonitored one-cycle operation during the lunch break; at least 10% of office operations have one-page standards

49. What is an internal setup element?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Can only be done when the machine is stopped or shut down.
Preventative maintenance - Prevention maintenance - Corrective prevention

50. What is level two of key 6?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Can be done while the machine is still processing.
Each section does its own thing; each workplace functions independently
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.