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Lean Management

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Answer 50 questions in 15 minutes.
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1. What is level one of key 8?
Factory employees begin setting up inter-process stores
Industrial engineering methodologies
Each section does its own thing; each workplace functions independently
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

2. What is the new product introduction loop?

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3. What is key #8?
Coupled manufacturing
Emphasize the connections between processes and full employee participation in improvement making
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
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.

4. What are the 6 Big Losses of TPM?
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
Staying competitive with yesterday's products is difficult - if not impossible.
Emphasize the connections between processes and full employee participation in improvement making

5. What is key #7?
Zero monitor manufacturing
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
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
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

6. What is kaikaku?
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
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.
Maintaining equipment
Large scale improvement

7. What is full work system?
Machines work together to prevent overproduction - it stops once it meets demands.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Industrial engineering methodologies

8. What is level four of key 8?
Coupled manufacturing
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost

9. What is level 4 of key 10?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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.
Backorders create complacency.

10. What is an external setup element?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Can be done while the machine is still processing.

11. What is level five of key 7?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
People have learned how to make systematic improvements at each process.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence

12. What is the value of TPM?
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.
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
People have learned how to make systematic improvements at each process.
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

13. What is the purpose of operator flow charting?
Industrial engineering methodologies
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
You have to communicate! Coordinate where the output is going to be stored.
Eliminate certain processes that produce or create waste.

14. What is key #6?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Manufacturing value analysis
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Backorders create complacency.

15. What is the make/ship loop?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Backorders create complacency.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Continuous improvement of person and process

16. What is preventative maintenance?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Preventative maintenance - Prevention maintenance - Corrective prevention
Identifying problems before they cause breakdowns.
To eliminate the big 3.

17. What are the three elements of the standard work sheet?
Cycle time - work sequence - standard inventory
Work and break times are left to the workers' discretion
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
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

18. What are the three principles of prevention?
Knowledge - Job security - Safety - Simplicity
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

19. What is an internal setup element?
Made the basic elements of human motion (therbligs)
Can only be done when the machine is stopped or shut down.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

20. What is preventive maintenance?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Prevents equipment from breaking down or malfunctioning.
Time it takes to make one unit
Manufacturing value analysis

21. What is key #9?
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
Study the flow of a product through the various operations
Maintaining equipment
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.

22. What are the process improvement steps?
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
Quick changeover technology
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments

23. What are the three pillars of lean systems?
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.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Operators know they must keep their machines in good condition and eliminate the three evils.
Executives do not understand the high rate of return linked to integrated improvement.

24. What is key #5?
Quick changeover technology
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Time measuring
Industrial engineering methodologies

25. What is the purpose of video analysis?

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26. What is level two of key 7?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Manufacturing value analysis
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Everyone recognizes that monitoring is waste

27. What is level one of key 6?
Cycle time - work sequence - standard inventory
Manufacturing value analysis
There is a shotgun approach to improvements; people have little concern for improving methods.
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

28. What is level two of key 6?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Made the basic elements of human motion (therbligs)
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

29. What has to be done to get to level two of key 8?
Staying competitive with yesterday's products is difficult - if not impossible.
Executives do not understand the high rate of return linked to integrated improvement.
You have to communicate! Coordinate where the output is going to be stored.
People have learned how to make systematic improvements at each process.

30. What is prevention maintenance?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Study the movement and motions of a worker or associate

31. What is level three of key 5?
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.
Contamination - inadequate lubrication - misoperation
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Determining the life expectancy of components in order to replace them at the optimum time.

32. What is level one of key 5?
Involving production employees in the total machine maintenance process.
Prevents equipment from breaking down or malfunctioning.
Morning pep talk meetings are held everyday
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

33. What is operator flow charting?
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
Study the movement and motions of a worker or associate
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)
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

34. What is the purpose of Cyclegraphic analysis?
Video tape a person doing this so they can review what they're doing and improve.
Filming someone with a light on their finger so you can see the movements to better improve the design.
One operator handling several machines or processes
Time control and commitment

35. What does kanban do?
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
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 controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

36. What does manufacturing value analysis do?
Can only be done when the machine is stopped or shut down.
Factory employees begin setting up inter-process stores
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
Executives do not understand the high rate of return linked to integrated improvement.

37. What is level 1 of key 9?
Doubling productivity - Productivity = Output / TEE
One operator handling several machines or processes
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Run the machines into the ground

38. What is pull production?
Coupled manufacturing
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
Continuous improvement of person and process
Time it takes to make one unit

39. What are the basic steps in a traditional changeover?
Anyone could find any file within one minute.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Identifying problems before they cause breakdowns.

40. What is key 10?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Time control and commitment
Can only be done when the machine is stopped or shut down.

41. What are the steps in Shingo's changeover system?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Contamination - inadequate lubrication - misoperation
Backorders create complacency.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

42. What are the functions and rules of kanban?
Maintaining equipment
Quick changeover technology
Filming someone with a light on their finger so you can see the movements to better improve the design.
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

43. What is multi-process handling?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Time measuring
One operator handling several machines or processes
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

44. What appears to be the primary metric in key 6?
Time measuring
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
One operator handling several machines or processes
Industrial engineering methodologies

45. What is focused improvement?

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46. What is level three of key 6?
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
Double capacity and the per unit production cost is 60% of the lower capacity option.
People have learned how to make systematic improvements at each process.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.

47. What are the flowcharting rules of construction?
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
Can only be done when the machine is stopped or shut down.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Emphasize the connections between processes and full employee participation in improvement making

48. What are the motions that do not perform an operation?
Hands-on activity based on the facts - not opinion.
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
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)

49. What is the goal of motion study?
Executives do not understand the high rate of return linked to integrated improvement.
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
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
To eliminate the big 3.

50. What did Frank Gilbreth do?
Workers are conscientious about sticking to the work throughout the designated working areas.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Double capacity and the per unit production cost is 60% of the lower capacity option.
Made the basic elements of human motion (therbligs)

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Lean Management

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