Lean Management

Instructions:

• Answer 50 questions in 15 minutes.
• If you are not ready to take this test, you can study here.
• 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 are the three evils?
Zero monitor manufacturing
Knowledge - Job security - Safety - Simplicity
Contamination - inadequate lubrication - misoperation
Eliminate certain processes that produce or create waste.


2. What is the make/ship loop?
Doubling productivity - Productivity = Output / TEE
Large scale improvement
Backorders create complacency.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.


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

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4. What is key #9?
Maintaining equipment
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Double capacity and the per unit production cost is 60% of the lower capacity option.
Identifying problems before they cause breakdowns.


5. What is level four of key 7?
Operators know they must keep their machines in good condition and eliminate the three evils.
Determining the life expectancy of components in order to replace them at the optimum time.
Quick changeover studies begin; some employees are learning how to implement single changeover.
All machines can operate during lunch without monitoring and many operators can handle two or more machines


6. What is key #5?
Quick changeover technology
Run the machines into the ground
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


7. What is the goal of motion study?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Operators know they must keep their machines in good condition and eliminate the three evils.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
To eliminate the big 3.


8. What is the new product introduction loop?

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9. What is full work system?
Machines work together to prevent overproduction - it stops once it meets demands.
Hands-on activity based on the facts - not opinion.
Helps you understand the facts as they are.
Inventory waste - Delay - Declining quality


10. What is level 3 of key 10?
Executives do not understand the high rate of return linked to integrated improvement.
Prevents equipment from breaking down or malfunctioning.
Supervisors meet to work out time control issues
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.


11. What are the functions and rules of kanban?
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
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.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


12. What are the three elements of the standard work sheet?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
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
Cycle time - work sequence - standard inventory
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation


13. What is the purpose of Therblig analysis?
Helps you understand the facts as they are.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
To eliminate the big 3.
Time it takes to make one unit


14. What are the five components of TPM?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Eliminate certain processes that produce or create waste.
Anyone could find any file within one minute.
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


15. What is kaizen?
Large scale improvement
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.
Continuous improvement of person and process
Study the movement and motions of a worker or associate


16. What is an internal setup element?
Large scale improvement
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
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
Can only be done when the machine is stopped or shut down.


17. What is the purpose of flowcharting?
Preventative maintenance - Prevention maintenance - Corrective prevention
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
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.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.


18. What are the 6 Big Losses of TPM?
Preventative maintenance - Prevention maintenance - Corrective prevention
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
Staying competitive with yesterday's products is difficult - if not impossible.
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


19. What is level one of key 7?
The customer's order starts the process
Manufacturing value analysis
Identifying problems before they cause breakdowns.
No one realizes that monitoring is waste - not work


20. What is level 2 of key 9?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
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


21. What are the three principles of prevention?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Large scale improvement
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
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost


22. What are the first two steps in setting up a maintenance management system?

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23. What is level one of key 5?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Can only be done when the machine is stopped or shut down.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Machines work together to prevent overproduction - it stops once it meets demands.


24. What is the order processing and distribution loops?

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25. What is focused improvement?

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26. What appears to be the primary metric in key 6?
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)
Time measuring
Large scale improvement
Knowledge - Job security - Safety - Simplicity


27. At level three of key 6 - what is the methodology employees have been trained to use?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Cycle time - work sequence - standard inventory
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
Industrial engineering methodologies


28. What is the purpose of Chronocyclegraphic analysis?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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.
Encourage the workers and get people ready to start working. To review what was done that day and get prepared for the next day's activities and goals.
1. Improvement activities are designed to increase equipment effectiveness by eliminating the '6 Big Losses' - 2. An autonomous maintenance program to be performed by equipment operators - 3. A planned maintenance system - 4. Training to improve the


29. What does manufacturing value analysis do?
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
Zero monitor manufacturing
Emphasize the connections between processes and full employee participation in improvement making
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.


30. What has to be done to get to level two of key 8?
You have to communicate! Coordinate where the output is going to be stored.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Each section does its own thing; each workplace functions independently


31. What is level four of key 6?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Time it takes to make one unit
Can be done while the machine is still processing.


32. What are the benefits of properly maintaining equipment?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Coupled manufacturing
You have to communicate! Coordinate where the output is going to be stored.


33. What is key #6?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Manufacturing value analysis
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.


34. What is multi-process handling?
One operator handling several machines or processes
Continuous improvement of person and process
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Inventory waste - Delay - Declining quality


35. What is level one of key 6?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
There is a shotgun approach to improvements; people have little concern for improving methods.
Manufacturing value analysis
Involving production employees in the total machine maintenance process.


36. What is the value of TPM?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Machines work together to prevent overproduction - it stops once it meets demands.
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.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.


37. What are the process improvement steps?
Preventative maintenance - Prevention maintenance - Corrective prevention
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
Time control and commitment
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


38. Full work systems
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
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
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
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


39. What is level two of key 7?
Involving production employees in the total machine maintenance process.
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
There is a shotgun approach to improvements; people have little concern for improving methods.


40. What are the steps in Shingo's changeover system?
You have to communicate! Coordinate where the output is going to be stored.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
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.
Study the flow of a product through the various operations


41. What is level three of key 7?
Can only be done when the machine is stopped or shut down.
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
Supervisors meet to work out time control issues
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


42. What are the basic steps in a traditional changeover?
Anyone could find any file within one minute.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Everyone understands the need for PM; PM has been implemented for the most important machines.


43. What does kanban do?
Hands-on activity based on the facts - not opinion.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.


44. What is autonomation (Jidoka)?
You have to communicate! Coordinate where the output is going to be stored.
Manufacturing value analysis
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Inventory waste - Delay - Declining quality


45. What did Frank Gilbreth do?
Machines work together to prevent overproduction - it stops once it meets demands.
One operator handling several machines or processes
Work and break times are left to the workers' discretion
Made the basic elements of human motion (therbligs)


46. What is level 3 of key 9?
Operators know they must keep their machines in good condition and eliminate the three evils.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Inventory waste - Delay - Declining quality
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs


47. What is level 5 of key 10?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Factory employees begin setting up inter-process stores
Large scale improvement
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


48. What is level 2 of key 10?
Determining the life expectancy of components in order to replace them at the optimum time.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Morning pep talk meetings are held everyday
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.


49. What is key 10?
Executives do not understand the high rate of return linked to integrated improvement.
Time control and commitment
Prevents equipment from breaking down or malfunctioning.
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'.


50. What is pull production?
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
Emphasize the connections between processes and full employee participation in improvement making
Morning pep talk meetings are held everyday
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal