Test your basic knowledge |

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 motions that slow down Type 1 motions?
People have learned how to make systematic improvements at each process.
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)
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Continuous improvement of person and process

2. What are the steps in motion study?
Prevents equipment from breaking down or malfunctioning.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

3. What is multi-process handling?
Staying competitive with yesterday's products is difficult - if not impossible.
One operator handling several machines or processes
Determining the life expectancy of components in order to replace them at the optimum time.
Everyone understands the need for PM; PM has been implemented for the most important machines.

4. What is the 'Six-Tenths Rule'?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Quick changeover studies begin; some employees are learning how to implement single changeover.
Doubling productivity - Productivity = Output / TEE

5. What is focused improvement?

6. What is the goal of motion study?
Workers are conscientious about sticking to the work throughout the designated working areas.
To eliminate the big 3.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Staying competitive with yesterday's products is difficult - if not impossible.

7. What is level two of key 7?
Everyone recognizes that monitoring is waste
Everyone understands the need for PM; PM has been implemented for the most important machines.
Quick changeover technology
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

8. What are the flowcharting rules of construction?
The customer's order starts the process
Eliminate certain processes that produce or create waste.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
One operator handling several machines or processes

9. What is level three of key 7?
Work and break times are left to the workers' discretion
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
Hands-on activity based on the facts - not opinion.
Executives do not understand the high rate of return linked to integrated improvement.

10. What is the strategic business development loop?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Identifying problems before they cause breakdowns.
Industrial engineering methodologies
Executives do not understand the high rate of return linked to integrated improvement.

11. What is corrective maintenance?
Staying competitive with yesterday's products is difficult - if not impossible.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
It's hard because it deals with attitudes of employees.
Contamination - inadequate lubrication - misoperation

12. What is the purpose of flowcharting?
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.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Knowledge - Job security - Safety - Simplicity

13. What does TPM do?
Prevents equipment from breaking down or malfunctioning.
People have learned how to make systematic improvements at each process.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.

14. What are the process improvement steps?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
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
Work and break times are left to the workers' discretion
Backorders create complacency.

15. What is an external setup element?
Can be done while the machine is still processing.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Backorders create complacency.

16. What is the new product introduction loop?

17. What is level 4 of key 10?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Supervisors meet to work out time control issues
Workers are conscientious about sticking to the work throughout the designated working areas.
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.

18. What is the trouble with large-lot production?
Inventory waste - Delay - Declining quality
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
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

19. What is predictive maintenance?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Determining the life expectancy of components in order to replace them at the optimum time.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Cycle time - work sequence - standard inventory

20. What is level four of key 7?
Time control and commitment
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
To eliminate the big 3.
All machines can operate during lunch without monitoring and many operators can handle two or more machines

21. What are the benefits of quick changeover for associates?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Each section does its own thing; each workplace functions independently
Knowledge - Job security - Safety - Simplicity
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

22. What are the three key technical activities in a TPM program?
No one realizes that monitoring is waste - not work
Made the basic elements of human motion (therbligs)
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Preventative maintenance - Prevention maintenance - Corrective prevention

23. What is takt time?
One operator handling several machines or processes
The available production time divided by the rate of customer demand
Filming someone with a light on their finger so you can see the movements to better improve the design.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

24. What is the main goal of MVA?
Eliminate certain processes that produce or create waste.
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.
Everyone recognizes that monitoring is waste
Doubling productivity - Productivity = Output / TEE

25. What is level 3 of key 9?
Can be done while the machine is still processing.
Operators know they must keep their machines in good condition and eliminate the three evils.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Made the basic elements of human motion (therbligs)

26. What is kaizen?
Contamination - inadequate lubrication - misoperation
Cycle time - work sequence - standard inventory
Continuous improvement of person and process
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

27. What is key #9?
Maintaining equipment
Made the basic elements of human motion (therbligs)
Hands-on activity based on the facts - not opinion.
Run the machines into the ground

28. What is production leveling?
Anyone could find any file within one minute.
Supervisors meet to work out time control issues
You want to equalize your work loads in terms of your lot size - one-piece flow.
There is a shotgun approach to improvements; people have little concern for improving methods.

29. What are the basic steps in a traditional changeover?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Machines work together to prevent overproduction - it stops once it meets demands.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

30. What does manufacturing value analysis do?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Can be done while the machine is still processing.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
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

31. What is level one of key 5?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Workers are conscientious about sticking to the work throughout the designated working areas.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Everyone understands the need for PM; PM has been implemented for the most important machines.

32. What is key #7?
Zero monitor manufacturing
To eliminate the big 3.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

33. What is level four of key 6?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Manufacturing value analysis
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.

34. What is level 1 of key 10?

35. Full work systems
Workers are conscientious about sticking to the work throughout the designated working areas.
Operators know they must keep their machines in good condition and eliminate the three evils.
Zero monitor manufacturing
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

36. What appears to be the primary metric in key 6?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Inventory waste - Delay - Declining quality
Time measuring
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.

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

38. What is level four of key 8?
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)
Helps you understand the facts as they are.
Determining the life expectancy of components in order to replace them at the optimum time.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

39. What is preventative maintenance?
Identifying problems before they cause breakdowns.
Large scale improvement
Made the basic elements of human motion (therbligs)
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.

40. What is level 5 of key 10?
The production schedule determines how many products each process will turn out and send to the next process. Pushes them onto the customer whether they're ready for them or not.
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'.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
The available production time divided by the rate of customer demand

41. What is level one of key 7?
No one realizes that monitoring is waste - not work
Everyone understands the need for PM; PM has been implemented for the most important machines.
Prevents equipment from breaking down or malfunctioning.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

42. What is operator flow charting?
Study the movement and motions of a worker or associate
Factory employees begin setting up inter-process stores
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Run the machines into the ground

43. What is the purpose of Chronocyclegraphic analysis?
Preventative maintenance - Prevention maintenance - Corrective prevention
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Coupled manufacturing
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.

44. What are the 5 pillars of TPM?

45. What is cycle time?
Time it takes to make one unit
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Determining the life expectancy of components in order to replace them at the optimum time.
Coupled manufacturing

46. What is level 2 of key 9?
Run the machines into the ground
The production schedule determines how many products each process will turn out and send to the next process. Pushes them onto the customer whether they're ready for them or not.
Time control and commitment
Everyone understands the need for PM; PM has been implemented for the most important machines.

47. What is the purpose of Therblig analysis?
Coupled manufacturing
Helps you understand the facts as they are.
Made the basic elements of human motion (therbligs)
Contamination - inadequate lubrication - misoperation

48. What is autonomous maintenance?
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.
Involving production employees in the total machine maintenance process.
No one realizes that monitoring is waste - not work
Manufacturing value analysis

49. What is level 2 of key 10?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Work and break times are left to the workers' discretion
Maintaining equipment
Morning pep talk meetings are held everyday

50. What are the different types of motions required for performing an operation? (Type 1 motions)
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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.