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Lean Management

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
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1. What is level five of key 8?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

2. What does TPM do?
To eliminate the big 3.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Prevents equipment from breaking down or malfunctioning.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

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

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4. What is the trouble with large-lot production?
Inventory waste - Delay - Declining quality
Study the movement and motions of a worker or associate
The available production time divided by the rate of customer demand
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

5. What is level two of key 5?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Quick changeover studies begin; some employees are learning how to implement single changeover.
It's hard because it deals with attitudes of employees.
Continuous improvement of person and process

6. What is the value of TPM?
Operators know they must keep their machines in good condition and eliminate the three evils.
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.
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.
Determining the life expectancy of components in order to replace them at the optimum time.

7. What are the three evils?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Contamination - inadequate lubrication - misoperation
Involving production employees in the total machine maintenance process.

8. 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)
Coupled manufacturing
Study the flow of a product through the various operations
Industrial engineering methodologies

9. What is the purpose of operator flow charting?
To eliminate the big 3.
Eliminate certain processes that produce or create waste.
Made the basic elements of human motion (therbligs)
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'.

10. What is key #7?
Maintaining equipment
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Zero monitor manufacturing
Involving production employees in the total machine maintenance process.

11. What is level three of key 6?
People have learned how to make systematic improvements at each process.
Inventory waste - Delay - Declining quality
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Quick changeover studies begin; some employees are learning how to implement single changeover.

12. What is the make/ship loop?
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.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Backorders create complacency.
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.

13. What is cycle time?
Maintaining equipment
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
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 it takes to make one unit

14. What is prevention maintenance?
Staying competitive with yesterday's products is difficult - if not impossible.
Time it takes to make one unit
Time control and commitment
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

15. What is operator flow charting?
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.
People have learned how to make systematic improvements at each process.
Study the movement and motions of a worker or associate
Operators know they must keep their machines in good condition and eliminate the three evils.

16. What is Industrial Engineering?
Quick changeover studies begin; some employees are learning how to implement single changeover.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Staying competitive with yesterday's products is difficult - if not impossible.
Hands-on activity based on the facts - not opinion.

17. What is level two of key 7?
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
Everyone recognizes that monitoring is waste
Operators know they must keep their machines in good condition and eliminate the three evils.

18. What is an external setup element?
Backorders create complacency.
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.
Can be done while the machine is still processing.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect

19. What is kaizen?
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)
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Continuous improvement of person and process

20. What are the process improvement steps?
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
Backorders create complacency.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
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 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
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

22. What are the motions that do not perform an operation?
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)
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
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect

23. What is the goal of motion study?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Anyone could find any file within one minute.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
To eliminate the big 3.

24. What is the main goal of MVA?
Backorders create complacency.
Doubling productivity - Productivity = Output / TEE
Can only be done when the machine is stopped or shut down.
To eliminate the big 3.

25. What is the purpose of Therblig analysis?
Filming someone with a light on their finger so you can see the movements to better improve the design.
Helps you understand the facts as they are.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Work and break times are left to the workers' discretion

26. What is key 10?
There is a shotgun approach to improvements; people have little concern for improving methods.
Machines work together to prevent overproduction - it stops once it meets demands.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Time control and commitment

27. What is the strategic business development loop?
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
Executives do not understand the high rate of return linked to integrated improvement.
The available production time divided by the rate of customer demand
Morning pep talk meetings are held everyday

28. What are the 6 Big Losses of TPM?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
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
Zero monitor manufacturing
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

29. What are the steps in motion study?
Identifying problems before they cause breakdowns.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Prevents equipment from breaking down or malfunctioning.

30. What is autonomous maintenance?
Morning pep talk meetings are held everyday
Time control and commitment
Involving production employees in the total machine maintenance process.
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.

31. What is corrective maintenance?
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
Hands-on activity based on the facts - not opinion.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.

32. What is level 3 of key 10?
Prevents equipment from breaking down or malfunctioning.
Supervisors meet to work out time control issues
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
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 are the first two steps in setting up a maintenance management system?

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34. What is takt time?
The available production time divided by the rate of customer demand
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Can only be done when the machine is stopped or shut down.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

35. What is level one of key 6?
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
There is a shotgun approach to improvements; people have little concern for improving methods.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover

36. What is predictive maintenance?
Factory employees begin setting up inter-process stores
Video tape a person doing this so they can review what they're doing and improve.
Determining the life expectancy of components in order to replace them at the optimum time.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

37. What is level three of key 5?
To eliminate the big 3.
No one realizes that monitoring is waste - not work
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Work and break times are left to the workers' discretion

38. What are the benefits of properly maintaining equipment?
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
Coupled manufacturing
Work and break times are left to the workers' discretion
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.

39. What is level four of key 8?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Preventative maintenance - Prevention maintenance - Corrective prevention
Morning pep talk meetings are held everyday

40. What are the different types of motions required for performing an operation? (Type 1 motions)
People have learned how to make systematic improvements at each process.
To eliminate the big 3.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

41. What are the three key technical activities in a TPM program?
Preventative maintenance - Prevention maintenance - Corrective prevention
Study the flow of a product through the various operations
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
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

42. What is an internal setup element?
Can only be done when the machine is stopped or shut down.
Hands-on activity based on the facts - not opinion.
Machines work together to prevent overproduction - it stops once it meets demands.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

43. What is preventive maintenance?
Everyone recognizes that monitoring is waste
Work and break times are left to the workers' discretion
Can only be done when the machine is stopped or shut down.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

44. What are the five components of TPM?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Quick changeover studies begin; some employees are learning how to implement single changeover.
Determining the life expectancy of components in order to replace them at the optimum time.

45. What is push production?

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46. What is level two of key 8?
Video tape a person doing this so they can review what they're doing and improve.
Hands-on activity based on the facts - not opinion.
Time measuring
Emphasize the connections between processes and full employee participation in improvement making

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.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Identifying problems before they cause breakdowns.
Executives do not understand the high rate of return linked to integrated improvement.

48. What is level 4 of key 10?
Manufacturing value analysis
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Workers are conscientious about sticking to the work throughout the designated working areas.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

49. What is the purpose of flowcharting?
Hands-on activity based on the facts - not opinion.
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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence

50. What is level four of key 7?
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
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Contamination - inadequate lubrication - misoperation
All machines can operate during lunch without monitoring and many operators can handle two or more machines

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