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 level two of key 6?
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
Doubling productivity - Productivity = Output / TEE
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
You have to communicate! Coordinate where the output is going to be stored.


2. What is level four of key 6?
Can be done while the machine is still processing.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


3. What is level four of key 8?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Helps you understand the facts as they are.
Cycle time - work sequence - standard inventory
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


4. What is level three of key 7?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
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
Large scale improvement


5. What is key 10?
Contamination - inadequate lubrication - misoperation
Knowledge - Job security - Safety - Simplicity
Time control and commitment
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


6. What is push production?

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7. What is predictive maintenance?
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Determining the life expectancy of components in order to replace them at the optimum time.
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'.
You want to equalize your work loads in terms of your lot size - one-piece flow.


8. What are the benefits of properly maintaining equipment?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
The available production time divided by the rate of customer demand
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.


9. What are the flowcharting rules of construction?
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
Manufacturing value analysis
The customer's order starts the process


10. What is Industrial Engineering?
Hands-on activity based on the facts - not opinion.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Manufacturing value analysis
To eliminate the big 3.


11. What is pull production?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Determining the life expectancy of components in order to replace them at the optimum time.
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
Anyone could find any file within one minute.


12. What does TPM do?
Hands-on activity based on the facts - not opinion.
Prevents equipment from breaking down or malfunctioning.
Coupled manufacturing
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method


13. What is the 'Six-Tenths Rule'?
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
Helps you understand the facts as they are.
Backorders create complacency.


14. What is corrective maintenance?
The available production time divided by the rate of customer demand
It's hard because it deals with attitudes of employees.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.


15. What is key #8?
Coupled manufacturing
Continuous improvement of person and process
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
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.


16. What is level three of key 8?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Filming someone with a light on their finger so you can see the movements to better improve the design.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Factory employees begin setting up inter-process stores


17. What are the 5 pillars of TPM?

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18. What is product flow charting?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Preventative maintenance - Prevention maintenance - Corrective prevention
Study the flow of a product through the various operations
No one realizes that monitoring is waste - not work


19. What is an internal setup element?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
One operator handling several machines or processes
Can only be done when the machine is stopped or shut down.
Maintain normal conditions - early discovery of abnormalities - and prompt response.


20. What is the make/ship loop?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Backorders create complacency.
Video tape a person doing this so they can review what they're doing and improve.
Cycle time - work sequence - standard inventory


21. What is the goal of motion study?
Video tape a person doing this so they can review what they're doing and improve.
Helps you understand the facts as they are.
Can be done while the machine is still processing.
To eliminate the big 3.


22. What is the strategic business development loop?
Executives do not understand the high rate of return linked to integrated improvement.
Preventative maintenance - Prevention maintenance - Corrective prevention
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance


23. What is the purpose of Therblig analysis?
Staying competitive with yesterday's products is difficult - if not impossible.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Helps you understand the facts as they are.
Hands-on activity based on the facts - not opinion.


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

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25. What is the order processing and distribution loops?

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26. What is the trouble with large-lot production?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
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
Inventory waste - Delay - Declining quality
Morning pep talk meetings are held everyday


27. What does kanban do?
Double capacity and the per unit production cost is 60% of the lower capacity option.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.


28. What is the purpose of operator flow charting?
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
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Eliminate certain processes that produce or create waste.


29. What appears to be the primary metric in key 6?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Time measuring
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.
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 is autonomous maintenance?
Supervisors meet to work out time control issues
Emphasize the connections between processes and full employee participation in improvement making
Involving production employees in the total machine maintenance process.
Determining the life expectancy of components in order to replace them at the optimum time.


31. What are the benefits of quick changeover for companies?
Time measuring
Contamination - inadequate lubrication - misoperation
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Quick changeover studies begin; some employees are learning how to implement single changeover.


32. What is the purpose of video analysis?

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33. What is level five of key 5?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
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.
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.
Hands-on activity based on the facts - not opinion.


34. What has to be done to get to 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
Quick changeover studies begin; some employees are learning how to implement single changeover.
You have to communicate! Coordinate where the output is going to be stored.


35. What are the three pillars of lean systems?
Knowledge - Job security - Safety - Simplicity
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'.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time


36. What are the three key technical activities in a TPM program?
Hands-on activity based on the facts - not opinion.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Preventative maintenance - Prevention maintenance - Corrective prevention
Can only be done when the machine is stopped or shut down.


37. What is the main goal of MVA?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Doubling productivity - Productivity = Output / TEE
Identifying problems before they cause breakdowns.
Hands-on activity based on the facts - not opinion.


38. What are the process improvement steps?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Executives do not understand the high rate of return linked to integrated 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
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal


39. What is preventative maintenance?
There is a shotgun approach to improvements; people have little concern for improving methods.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Identifying problems before they cause breakdowns.
Time measuring


40. 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
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
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
Time it takes to make one unit


41. What is prevention maintenance?
There is a shotgun approach to improvements; people have little concern for improving methods.
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
Prevents equipment from breaking down or malfunctioning.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


42. Full work systems
Quick changeover studies begin; some employees are learning how to implement single changeover.
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
Filming someone with a light on their finger so you can see the movements to better improve the design.
The available production time divided by the rate of customer demand


43. What are the motions that do not perform an operation?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
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's hard because it deals with attitudes of employees.
Cycle time - work sequence - standard inventory


44. What is level five of key 7?
Morning pep talk meetings are held everyday
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Knowledge - Job security - Safety - Simplicity


45. 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.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence


46. What is level one of key 6?
There is a shotgun approach to improvements; people have little concern for improving methods.
To eliminate the big 3.
Everyone recognizes that monitoring is waste
Workers are conscientious about sticking to the work throughout the designated working areas.


47. What is an external setup element?
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)
Hands-on activity based on the facts - not opinion.
Can be done while the machine is still processing.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.


48. What are the motions that slow down Type 1 motions?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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)
Maintaining equipment


49. What is level 4 of key 9?
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
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
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.


50. What is level three of key 5?
You have to communicate! Coordinate where the output is going to be stored.
Identifying problems before they cause breakdowns.
Video tape a person doing this so they can review what they're doing and improve.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.