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 five of key 6?
Zero monitor manufacturing
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
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
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


2. What is level one of key 8?
Each section does its own thing; each workplace functions independently
Video tape a person doing this so they can review what they're doing and improve.
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


3. What is autonomous maintenance?
Time it takes to make one unit
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.
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)
Involving production employees in the total machine maintenance process.


4. What is key #7?
Zero monitor manufacturing
Large scale improvement
Everyone understands the need for PM; PM has been implemented for the most important machines.
Backorders create complacency.


5. What is full work system?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Prevents equipment from breaking down or malfunctioning.
Machines work together to prevent overproduction - it stops once it meets demands.
Supervisors meet to work out time control issues


6. What is kaikaku?
Large scale improvement
Contamination - inadequate lubrication - misoperation
To eliminate the big 3.
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'.


7. What appears to be the primary metric in key 6?
Knowledge - Job security - Safety - Simplicity
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Time measuring


8. What are the 5 pillars of TPM?

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9. What is an internal setup element?
Can only be done when the machine is stopped or shut down.
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
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.


10. What is level 3 of key 10?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Made the basic elements of human motion (therbligs)
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.


11. 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
Made the basic elements of human motion (therbligs)
Machines work together to prevent overproduction - it stops once it meets demands.
Inventory waste - Delay - Declining quality


12. What is focused improvement?

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13. What is level 5 of key 10?
Time it takes to make one unit
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Maintaining equipment


14. What is Industrial Engineering?
Manufacturing value analysis
Hands-on activity based on the facts - not opinion.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Each section does its own thing; each workplace functions independently


15. What are the three principles of prevention?
Can only be done when the machine is stopped or shut down.
You have to communicate! Coordinate where the output is going to be stored.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Maintain normal conditions - early discovery of abnormalities - and prompt response.


16. What does kanban do?
Study the flow of a product through the various operations
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Prevents equipment from breaking down or malfunctioning.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


17. What is key #9?
Maintaining equipment
You have to communicate! Coordinate where the output is going to be stored.
Executives do not understand the high rate of return linked to integrated improvement.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs


18. What is level two of key 6?
Hands-on activity based on the facts - not opinion.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Video tape a person doing this so they can review what they're doing and improve.


19. What is takt 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'.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
The available production time divided by the rate of customer demand
Made the basic elements of human motion (therbligs)


20. What does TPM do?
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.
Hands-on activity based on the facts - not opinion.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Prevents equipment from breaking down or malfunctioning.


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

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22. What is product flow charting?
Run the machines into the ground
Study the flow of a product through the various operations
All machines can operate during lunch without monitoring and many operators can handle two or more machines
There is a shotgun approach to improvements; people have little concern for improving methods.


23. What is level 4 of key 9?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
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.


24. What is level one of key 7?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
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
No one realizes that monitoring is waste - not work


25. What are the three evils?
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
Industrial engineering methodologies
Study the flow of a product through the various operations
Contamination - inadequate lubrication - misoperation


26. What is the purpose of video analysis?

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27. What is level 2 of key 9?
Each section does its own thing; each workplace functions independently
Everyone understands the need for PM; PM has been implemented for the most important machines.
Video tape a person doing this so they can review what they're doing and improve.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


28. What is the make/ship loop?
Backorders create complacency.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
People have learned how to make systematic improvements at each process.
Continuous improvement of person and process


29. What is kaizen?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Continuous improvement of person and process
Made the basic elements of human motion (therbligs)
Video tape a person doing this so they can review what they're doing and improve.


30. What are the benefits of properly maintaining equipment?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
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.
It's hard because it deals with attitudes of employees.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.


31. What is autonomation (Jidoka)?
No one realizes that monitoring is waste - not work
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Large scale improvement
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


32. What is level 2 of key 10?
Morning pep talk meetings are held everyday
Anyone could find any file within one minute.
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.


33. What is key #5?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Study the flow of a product through the various operations
Quick changeover technology
Can only be done when the machine is stopped or shut down.


34. What is the 'Six-Tenths Rule'?
Double capacity and the per unit production cost is 60% of the lower capacity option.
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
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Time measuring


35. What is level four of key 8?
Can be done while the machine is still processing.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect


36. What is level two of key 8?
Backorders create complacency.
Operators know they must keep their machines in good condition and eliminate the three evils.
Morning pep talk meetings are held everyday
Emphasize the connections between processes and full employee participation in improvement making


37. What is the new product introduction loop?

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38. What does manufacturing value analysis do?
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
Manufacturing value analysis
It's hard because it deals with attitudes of employees.
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.


39. What is level three of key 5?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
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


40. What is operator flow charting?
Manufacturing value analysis
Staying competitive with yesterday's products is difficult - if not impossible.
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
Study the movement and motions of a worker or associate


41. What is level 3 of key 9?
Operators know they must keep their machines in good condition and eliminate the three evils.
Backorders create complacency.
Anyone could find any file within one minute.
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'.


42. What is the main goal of MVA?
Doubling productivity - Productivity = Output / TEE
Each section does its own thing; each workplace functions independently
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
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.


43. What is level four of key 5?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Maintaining equipment


44. What is cycle time?
Time it takes to make one unit
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)
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.
Everyone understands the need for PM; PM has been implemented for the most important machines.


45. What are the five components of TPM?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
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
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance


46. What are the benefits of quick changeover for companies?
Executives do not understand the high rate of return linked to integrated improvement.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Manufacturing value analysis
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost


47. What is level 1 of key 10?

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48. What is prevention maintenance?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
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.
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
Determining the life expectancy of components in order to replace them at the optimum time.


49. What is an external setup element?
Large scale improvement
Can be done while the machine is still processing.
Helps you understand the facts as they are.
Anyone could find any file within one minute.


50. What is level one of key 6?
Time it takes to make one unit
Maintain normal conditions - early discovery of abnormalities - and prompt response.
There is a shotgun approach to improvements; people have little concern for improving methods.
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