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 the value of TPM?
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
You want to equalize your work loads in terms of your lot size - one-piece flow.
Workers are conscientious about sticking to the work throughout the designated working areas.
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.


2. What is the new product introduction loop?

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3. What is level 5 of key 10?
People have learned how to make systematic improvements at each process.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Backorders create complacency.
Morning pep talk meetings are held everyday


4. What is level three of key 5?
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
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Knowledge - Job security - Safety - Simplicity
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


5. What is level four of key 7?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Double capacity and the per unit production cost is 60% of the lower capacity option.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Study the movement and motions of a worker or associate


6. What is operator flow charting?
Quick changeover studies begin; some employees are learning how to implement single changeover.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Study the movement and motions of a worker or associate
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.


7. What is an internal setup element?
Cycle time - work sequence - standard inventory
Run the machines into the ground
Can only be done when the machine is stopped or shut down.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.


8. What is kaizen?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Continuous improvement of person and process
Morning pep talk meetings are held everyday
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


9. What is product flow charting?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Study the flow of a product through the various operations
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
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


10. What did Frank Gilbreth do?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Backorders create complacency.
Made the basic elements of human motion (therbligs)
Everyone understands the need for PM; PM has been implemented for the most important machines.


11. What is the purpose of video analysis?

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12. What is level two of key 5?
Machines work together to prevent overproduction - it stops once it meets demands.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Time control and commitment
Quick changeover studies begin; some employees are learning how to implement single changeover.


13. What are the benefits of quick changeover for companies?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Zero monitor manufacturing


14. What are the motions that slow down Type 1 motions?
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)
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
Emphasize the connections between processes and full employee participation in improvement making
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


15. What is level two of key 8?
Emphasize the connections between processes and full employee participation in improvement making
Staying competitive with yesterday's products is difficult - if not impossible.
Determining the life expectancy of components in order to replace them at the optimum time.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign


16. What is level one of key 5?
Anyone could find any file within one minute.
Made the basic elements of human motion (therbligs)
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Inventory waste - Delay - Declining quality


17. What does kanban do?
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'.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Made the basic elements of human motion (therbligs)
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.


18. What is prevention maintenance?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Maintaining equipment
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


19. What is level one of key 6?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
There is a shotgun approach to improvements; people have little concern for improving methods.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
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.


20. What is kaikaku?
Large scale improvement
Morning pep talk meetings are held everyday
Filming someone with a light on their finger so you can see the movements to better improve the design.
Industrial engineering methodologies


21. What is level 3 of key 10?
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
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'.
Supervisors meet to work out time control issues
Anyone could find any file within one minute.


22. What are the different types of motions required for performing an operation? (Type 1 motions)
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
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


23. What is key #8?
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
Coupled manufacturing
Everyone recognizes that monitoring is waste


24. What is key #9?
Manufacturing value analysis
Maintaining equipment
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.
No one realizes that monitoring is waste - not work


25. What is cycle time?
Time it takes to make one unit
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.
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
Maintain normal conditions - early discovery of abnormalities - and prompt response.


26. What is level three of key 8?
Maintaining 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.
Machines work together to prevent overproduction - it stops once it meets demands.
Factory employees begin setting up inter-process stores


27. What is preventative maintenance?
Staying competitive with yesterday's products is difficult - if not impossible.
Determining the life expectancy of components in order to replace them at the optimum time.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Identifying problems before they cause breakdowns.


28. What are the benefits of properly maintaining equipment?
Zero monitor manufacturing
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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.


29. What is level 1 of key 10?

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30. What are the three principles of prevention?
Knowledge - Job security - Safety - Simplicity
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Manufacturing value analysis
Morning pep talk meetings are held everyday


31. What are the steps in motion study?
Executives do not understand the high rate of return linked to integrated improvement.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Study the flow of a product through the various operations
Made the basic elements of human motion (therbligs)


32. 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
Hands-on activity based on the facts - not opinion.
Preventative maintenance - Prevention maintenance - Corrective prevention
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.


33. What is level five of key 8?
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'.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.


34. What is level five of key 7?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
No one realizes that monitoring is waste - not work
Manufacturing value analysis
Quick changeover studies begin; some employees are learning how to implement single changeover.


35. What are the three evils?
The available production time divided by the rate of customer demand
Contamination - inadequate lubrication - misoperation
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
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


36. What are the steps in Shingo's changeover system?
Factory employees begin setting up inter-process stores
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
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.


37. What is level 5 of key 9?
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
Doubling productivity - Productivity = Output / TEE
Can only be done when the machine is stopped or shut down.


38. What is single file retrieval?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Double capacity and the per unit production cost is 60% of the lower capacity option.
Anyone could find any file within one minute.
No one realizes that monitoring is waste - not work


39. What appears to be the primary metric in key 6?
Each section does its own thing; each workplace functions independently
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
It's hard because it deals with attitudes of employees.
Time measuring


40. What is level one of key 7?
Run the machines into the ground
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
No one realizes that monitoring is waste - not work
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)


41. What is focused improvement?

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

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43. What is level one of key 8?
Each section does its own thing; each workplace functions independently
Preventative maintenance - Prevention maintenance - Corrective prevention
Quick changeover technology
Everyone understands the need for PM; PM has been implemented for the most important machines.


44. What is key #6?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Manufacturing value analysis
There is a shotgun approach to improvements; people have little concern for improving methods.
Run the machines into the ground


45. What are the flowcharting rules of construction?
Supervisors meet to work out time control issues
Filming someone with a light on their finger so you can see the movements to better improve the design.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs


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

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

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48. Full work systems
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
Industrial engineering methodologies
Cycle time - work sequence - standard inventory
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


49. What is key 10?
Helps you understand the facts as they are.
Time control and commitment
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
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover


50. What is the purpose of Therblig analysis?
Helps you understand the facts as they are.
Made the basic elements of human motion (therbligs)
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