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 are the functions and rules of kanban?
Determining the life expectancy of components in order to replace them at the optimum time.
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
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)
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


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

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


3. What is level five of key 8?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Run the machines into the ground
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Contamination - inadequate lubrication - misoperation


4. What is the 'Six-Tenths Rule'?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Workers are conscientious about sticking to the work throughout the designated working areas.
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.


5. What is level 4 of key 9?
Anyone could find any file within one minute.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
There is a shotgun approach to improvements; people have little concern for improving methods.
One operator handling several machines or processes


6. What is level one of key 7?
No one realizes that monitoring is waste - not work
Large scale improvement
Doubling productivity - Productivity = Output / TEE
Preventative maintenance - Prevention maintenance - Corrective prevention


7. What does TPM do?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Prevents equipment from breaking down or malfunctioning.
Staying competitive with yesterday's products is difficult - if not impossible.
Everyone understands the need for PM; PM has been implemented for the most important machines.


8. What is level five of key 7?
Filming someone with a light on their finger so you can see the movements to better improve the design.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
One operator handling several machines or processes
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost


9. What are the three elements of the standard work sheet?
You have to communicate! Coordinate where the output is going to be stored.
Morning pep talk meetings are held everyday
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Cycle time - work sequence - standard inventory


10. What are the benefits of properly maintaining equipment?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.


11. What are the different types of motions required for performing an operation? (Type 1 motions)
Backorders create complacency.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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


12. What is autonomation (Jidoka)?
To eliminate the big 3.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Machines work together to prevent overproduction - it stops once it meets demands.


13. What is corrective maintenance?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
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 recognizes that monitoring is waste
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.


14. What does manufacturing value analysis do?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Each section does its own thing; each workplace functions independently
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
Maintaining equipment


15. What is the main goal of MVA?
Doubling productivity - Productivity = Output / TEE
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'.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


16. What is preventative maintenance?
Backorders create complacency.
Identifying problems before they cause breakdowns.
Continuous improvement of person and process
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


17. 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.
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
Operators know they must keep their machines in good condition and eliminate the three evils.


18. What are the three key technical activities in a TPM program?
Preventative maintenance - Prevention maintenance - Corrective prevention
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Contamination - inadequate lubrication - misoperation


19. What is level 3 of key 9?
Large scale improvement
Operators know they must keep their machines in good condition and eliminate the three evils.
Identifying problems before they cause breakdowns.
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.


20. What is level one of key 6?
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)
Can only be done when the machine is stopped or shut down.
There is a shotgun approach to improvements; people have little concern for improving methods.
Manufacturing value analysis


21. What is level two of key 5?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Can only be done when the machine is stopped or shut down.
Quick changeover studies begin; some employees are learning how to implement single changeover.
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


22. What is the order processing and distribution loops?

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


23. What is level 3 of key 10?
Supervisors meet to work out time control issues
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Hands-on activity based on the facts - not opinion.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.


24. What is multi-process handling?
Doubling productivity - Productivity = Output / TEE
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
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
One operator handling several machines or processes


25. What is level five of key 5?
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.
Morning pep talk meetings are held everyday
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Large scale improvement


26. What is key #9?
Study the movement and motions of a worker or associate
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Emphasize the connections between processes and full employee participation in improvement making
Maintaining equipment


27. Full work systems
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
Inventory waste - Delay - Declining quality
You want to equalize your work loads in terms of your lot size - one-piece flow.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method


28. What is level four of key 5?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Study the movement and motions of a worker or associate
Everyone understands the need for PM; PM has been implemented for the most important machines.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.


29. What are the steps in Shingo's changeover system?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Doubling productivity - Productivity = Output / TEE
You want to equalize your work loads in terms of your lot size - one-piece flow.


30. What are the motions that do not perform an operation?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Helps you understand the facts as they are.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)


31. What are the three evils?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Contamination - inadequate lubrication - misoperation
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance


32. What is an internal setup element?
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.
Contamination - inadequate lubrication - misoperation
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.


33. What is kaizen?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Continuous improvement of person and process
Everyone recognizes that monitoring is waste
Double capacity and the per unit production cost is 60% of the lower capacity option.


34. What are the motions that slow down Type 1 motions?
No one realizes that monitoring is waste - not work
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
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's hard because it deals with attitudes of employees.


35. What is the purpose of video analysis?

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


36. What are the benefits of quick changeover for associates?
There is a shotgun approach to improvements; people have little concern for improving methods.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Knowledge - Job security - Safety - Simplicity
People have learned how to make systematic improvements at each process.


37. What is autonomous maintenance?
Zero monitor manufacturing
Contamination - inadequate lubrication - misoperation
Double capacity and the per unit production cost is 60% of the lower capacity option.
Involving production employees in the total machine maintenance process.


38. What is level two of key 7?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Everyone recognizes that monitoring is waste


39. What is focused improvement?

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


40. What is level five of key 6?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Contamination - inadequate lubrication - misoperation
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Knowledge - Job security - Safety - Simplicity


41. What is level four of key 8?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
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
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.


42. What is level three of key 5?
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'.
Time control and commitment
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Each section does its own thing; each workplace functions independently


43. What is operator flow charting?
Study the movement and motions of a worker or associate
Large scale improvement
Cycle time - work sequence - standard inventory
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.


44. What are the steps in motion study?
Preventative maintenance - Prevention maintenance - Corrective prevention
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Operators know they must keep their machines in good condition and eliminate the three evils.
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.


45. 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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
No one realizes that monitoring is waste - not work
Backorders create complacency.


46. What are the flowcharting rules of construction?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Study the movement and motions of a worker or associate
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Time it takes to make one unit


47. What is the make/ship loop?
Can only be done when the machine is stopped or shut down.
Backorders create complacency.
Everyone recognizes that monitoring is waste
Large scale improvement


48. What are the 5 pillars of TPM?

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


49. What is push production?

Warning: Invalid argument supplied for foreach() in /var/www/html/basicversity.com/show_quiz.php on line 183


50. What is kaikaku?
Large scale improvement
Study the flow of a product through the various operations
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'.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation