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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 is kaikaku?
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.
Large scale improvement
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

2. What is the goal of motion study?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
The customer's order starts the process
To eliminate the big 3.
Maintain normal conditions - early discovery of abnormalities - and prompt response.

3. What is level two of key 6?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Continuous improvement of person and process
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
It's hard because it deals with attitudes of employees.

4. What is level four of key 5?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Each section does its own thing; each workplace functions independently
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.

5. What is the make/ship loop?
Made the basic elements of human motion (therbligs)
Industrial engineering methodologies
Backorders create complacency.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments

6. What is level five of key 6?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Machines work together to prevent overproduction - it stops once it meets demands.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

7. What is autonomous maintenance?
You have to communicate! Coordinate where the output is going to be stored.
Involving production employees in the total machine maintenance process.
Industrial engineering methodologies
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

8. What is key #8?
Staying competitive with yesterday's products is difficult - if not impossible.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Coupled manufacturing
Morning pep talk meetings are held everyday

9. What are the motions that slow down Type 1 motions?
Factory employees begin setting up inter-process stores
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)
No one realizes that monitoring is waste - not work

10. What is focused improvement?

11. What are the three evils?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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'.
Workers are conscientious about sticking to the work throughout the designated working areas.
Contamination - inadequate lubrication - misoperation

12. What is level three of key 5?
Cycle time - work sequence - standard inventory
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
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.

13. What is level 3 of key 10?
Study the flow of a product through the various operations
Filming someone with a light on their finger so you can see the movements to better improve the design.
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.
Supervisors meet to work out time control issues

14. What is takt time?
Machines work together to prevent overproduction - it stops once it meets demands.
Can be done while the machine is still processing.
The customer's order starts the process
The available production time divided by the rate of customer demand

15. What is level 4 of key 9?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Zero monitor manufacturing

16. What is multi-process handling?
Maintaining equipment
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
Operators know they must keep their machines in good condition and eliminate the three evils.
One operator handling several machines or processes

17. What is level three of key 7?
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.
Study the flow of a product through the various operations
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
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

18. What is push production?

19. What is prevention maintenance?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Preventative maintenance - Prevention maintenance - Corrective prevention
Identifying problems before they cause breakdowns.

20. What is level 4 of key 10?
Workers are conscientious about sticking to the work throughout the designated working areas.
Can only be done when the machine is stopped or shut down.
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
Contamination - inadequate lubrication - misoperation

21. What is the 'Six-Tenths Rule'?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Double capacity and the per unit production cost is 60% of the lower capacity option.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Anyone could find any file within one minute.

22. What is level three of key 6?
People have learned how to make systematic improvements at each process.
Doubling productivity - Productivity = Output / TEE
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Anyone could find any file within one minute.

23. What are the steps in motion study?
To eliminate the big 3.
Morning pep talk meetings are held everyday
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Coupled manufacturing

24. What is level 1 of key 9?
Hands-on activity based on the facts - not opinion.
Run the machines into the ground
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

25. What is production leveling?
Knowledge - Job security - Safety - Simplicity
Helps you understand the facts as they are.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

26. What is level five of key 8?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
The available production time divided by the rate of customer demand

27. At level three of key 6 - what is the methodology employees have been trained to use?
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
Made the basic elements of human motion (therbligs)
Industrial engineering methodologies
Involving production employees in the total machine maintenance process.

28. What are the benefits of quick changeover for companies?
Can only be done when the machine is stopped or shut down.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Emphasize the connections between processes and full employee participation in improvement making
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

29. What is an external setup element?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Zero monitor manufacturing
Can be done while the machine is still processing.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.

30. What are the functions and rules of kanban?
Emphasize the connections between processes and full employee participation in improvement making
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
Made the basic elements of human motion (therbligs)
One operator handling several machines or processes

31. What is kaizen?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Manufacturing value analysis
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Continuous improvement of person and process

32. What are the three elements of the standard work sheet?
Study the flow of a product through the various operations
Cycle time - work sequence - standard inventory
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
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

33. What is an internal setup element?
Study the flow of a product through the various operations
Preventative maintenance - Prevention maintenance - Corrective prevention
Can only be done when the machine is stopped or shut down.
People have learned how to make systematic improvements at each process.

34. What are the motions that do not perform an operation?
Knowledge - Job security - Safety - Simplicity
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Maintain normal conditions - early discovery of abnormalities - and prompt response.

35. What are the different types of motions required for performing an operation? (Type 1 motions)
Quick changeover studies begin; some employees are learning how to implement single changeover.
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
The available production time divided by the rate of customer demand

36. What are the flowcharting rules of construction?
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
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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

37. What did Frank Gilbreth do?
Video tape a person doing this so they can review what they're doing and improve.
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.
Made the basic elements of human motion (therbligs)
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)

38. What is key #9?
Maintaining equipment
Double capacity and the per unit production cost is 60% of the lower capacity option.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Factory employees begin setting up inter-process stores

39. What is level one of key 7?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Supervisors meet to work out time control issues
No one realizes that monitoring is waste - not work
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

40. What is preventative maintenance?
Identifying problems before they cause breakdowns.
Operators know they must keep their machines in good condition and eliminate the three evils.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs

41. What are the three pillars of lean systems?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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.

42. What is key #5?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Quick changeover technology
Time it takes to make one unit
Filming someone with a light on their finger so you can see the movements to better improve the design.

43. What are the benefits of quick changeover for associates?
Large scale improvement
Knowledge - Job security - Safety - Simplicity
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.
Staying competitive with yesterday's products is difficult - if not impossible.

44. 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
Eliminate certain processes that produce or create waste.
Quick changeover studies begin; some employees are learning how to implement single changeover.

45. What does manufacturing value analysis do?
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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Time it takes to make one unit
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

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

47. What is single file retrieval?
Can only be done when the machine is stopped or shut down.
Anyone could find any file within one minute.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Time measuring

48. What is autonomation (Jidoka)?
Emphasize the connections between processes and full employee participation in improvement making
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Double capacity and the per unit production cost is 60% of the lower capacity option.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

49. What is level two of key 5?
Study the movement and motions of a worker or associate
Quick changeover studies begin; some employees are learning how to implement single changeover.
Anyone could find any file within one minute.
Hands-on activity based on the facts - not opinion.

50. What are the 6 Big Losses of TPM?
Manufacturing value analysis
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
Run the machines into the ground
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.