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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 four of key 6?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Identifying problems before they cause breakdowns.
Time control and commitment
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

2. What are the basic steps in a traditional changeover?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
It's hard because it deals with attitudes of employees.
Hands-on activity based on the facts - not opinion.
Preventative maintenance - Prevention maintenance - Corrective prevention

3. What is level two of key 8?
Emphasize the connections between processes and full employee participation in improvement making
Operators know they must keep their machines in good condition and eliminate the three evils.
Contamination - inadequate lubrication - misoperation
Factory employees begin setting up inter-process stores

4. What is corrective maintenance?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Double capacity and the per unit production cost is 60% of the lower capacity option.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Cycle time - work sequence - standard inventory

5. What is the 'Six-Tenths Rule'?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Morning pep talk meetings are held everyday
Double capacity and the per unit production cost is 60% of the lower capacity option.
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

6. What is the new product introduction loop?

7. What is level 1 of key 10?

8. What is level 3 of key 10?
Supervisors meet to work out time control issues
The customer's order starts the process
Study the movement and motions of a worker or associate
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

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

10. What is the make/ship loop?
Backorders create complacency.
Workers are conscientious about sticking to the work throughout the designated working areas.
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.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

11. What is an internal setup element?
Continuous improvement of person and process
Can only be done when the machine is stopped or shut down.
Helps you understand the facts as they are.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

12. What has to be done to get to level two of key 8?
Video tape a person doing this so they can review what they're doing and improve.
Time control and commitment
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
You have to communicate! Coordinate where the output is going to be stored.

13. What is level two of key 7?
To eliminate the big 3.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Workers are conscientious about sticking to the work throughout the designated working areas.
Everyone recognizes that monitoring is waste

14. What are the functions and rules of kanban?
Preventative maintenance - Prevention maintenance - Corrective prevention
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
Determining the life expectancy of components in order to replace them at the optimum time.
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

15. What are the motions that slow down Type 1 motions?
Industrial engineering methodologies
One operator handling several machines or processes
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)
Large scale improvement

16. What appears to be the primary metric in key 6?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Time measuring
The available production time divided by the rate of customer demand
Workers are conscientious about sticking to the work throughout the designated working areas.

17. 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)
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 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
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

18. What is key #8?
No one realizes that monitoring is waste - not work
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
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.
Coupled manufacturing

19. What is prevention maintenance?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Quick changeover technology
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Work and break times are left to the workers' discretion

20. 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
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Backorders create complacency.

21. What is the purpose of Therblig analysis?
Backorders create complacency.
Manufacturing value analysis
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Helps you understand the facts as they are.

22. What is preventive maintenance?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Each section does its own thing; each workplace functions independently
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

23. What is the purpose of Cyclegraphic analysis?
Filming someone with a light on their finger so you can see the movements to better improve the design.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

24. What is the purpose of flowcharting?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
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
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
The customer's order starts the process

25. What is level one of key 8?
It's hard because it deals with attitudes of employees.
Inventory waste - Delay - Declining quality
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
Each section does its own thing; each workplace functions independently

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

27. What is key #6?
Factory employees begin setting up inter-process stores
Continuous improvement of person and process
People have learned how to make systematic improvements at each process.
Manufacturing value analysis

28. What is Industrial Engineering?
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
Time it takes to make one unit
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Hands-on activity based on the facts - not opinion.

29. What are the 5 pillars of TPM?

30. What are the benefits of quick changeover for associates?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Knowledge - Job security - Safety - Simplicity
Prevents equipment from breaking down or malfunctioning.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.

31. What is level 2 of key 9?
Can be done while the machine is still processing.
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)
Supervisors meet to work out time control issues
Everyone understands the need for PM; PM has been implemented for the most important machines.

32. At level three of key 6 - what is the methodology employees have been trained to use?
Machines work together to prevent overproduction - it stops once it meets demands.
Work and break times are left to the workers' discretion
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Industrial engineering methodologies

33. What are the three pillars of lean systems?
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)
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Time control and commitment
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'.

34. What is level one of key 7?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Knowledge - Job security - Safety - Simplicity
Time measuring
No one realizes that monitoring is waste - not work

35. What are the three principles of prevention?
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.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Helps you understand the facts as they are.
Study the flow of a product through the various operations

36. What is single file retrieval?
Quick changeover studies begin; some employees are learning how to implement single changeover.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Can only be done when the machine is stopped or shut down.
Anyone could find any file within one minute.

37. What is full work system?
Everyone understands the need for PM; PM has been implemented for the most important machines.
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
Made the basic elements of human motion (therbligs)

38. What did Frank Gilbreth do?
Each section does its own thing; each workplace functions independently
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.
Made the basic elements of human motion (therbligs)

39. What is level 4 of key 9?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Continuous improvement of person and process
Filming someone with a light on their finger so you can see the movements to better improve the design.

40. What are the benefits of quick changeover for companies?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Factory employees begin setting up inter-process stores
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Contamination - inadequate lubrication - misoperation

41. What is level five of key 8?
Continuous improvement of person and process
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Quick changeover technology
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

42. What is level two of key 5?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Quick changeover studies begin; some employees are learning how to implement single changeover.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Manufacturing value analysis

43. What is the main goal of MVA?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
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
Doubling productivity - Productivity = Output / TEE
Everyone understands the need for PM; PM has been implemented for the most important machines.

44. What is product flow charting?
Study the flow of a product through the various operations
Executives do not understand the high rate of return linked to integrated improvement.
Factory employees begin setting up inter-process stores
Knowledge - Job security - Safety - Simplicity

45. What are the three elements of the standard work sheet?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Cycle time - work sequence - standard inventory

46. What are the 6 Big Losses of TPM?
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
Emphasize the connections between processes and full employee participation in improvement making
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

47. What are the flowcharting rules of construction?
Can be done while the machine is still processing.
People have learned how to make systematic improvements at each process.
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 boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs

48. What is level 1 of key 9?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Run the machines into the ground

49. What is level one of key 6?
Everyone recognizes that monitoring is waste
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
There is a shotgun approach to improvements; people have little concern for improving methods.
No one realizes that monitoring is waste - not work

50. What is the trouble with large-lot production?
The customer's order starts the process
Inventory waste - Delay - Declining quality
Zero monitor manufacturing
Factory employees begin setting up inter-process stores