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 single file retrieval?
Factory employees begin setting up inter-process stores
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Anyone could find any file within one minute.
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


2. What are the three key technical activities in a TPM program?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Preventative maintenance - Prevention maintenance - Corrective prevention
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.


3. What is level 5 of key 9?
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.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Workers are conscientious about sticking to the work throughout the designated working areas.


4. What is level one of key 5?
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
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Involving production employees in the total machine maintenance process.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.


5. What is the goal of motion study?
To eliminate the big 3.
Large scale improvement
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
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)


6. What is level five of key 8?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Run the machines into the ground
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


7. What are the basic steps in a traditional changeover?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Hands-on activity based on the facts - not opinion.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence


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)
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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
Quick changeover studies begin; some employees are learning how to implement single changeover.


9. What is key 10?
Contamination - inadequate lubrication - misoperation
Coupled manufacturing
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


10. What is the order processing and distribution loops?

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11. What are the three evils?
Helps you understand the facts as they are.
Cycle time - work sequence - standard inventory
Contamination - inadequate lubrication - misoperation
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.


12. What is the 'Six-Tenths Rule'?
Machines work together to prevent overproduction - it stops once it meets demands.
Double capacity and the per unit production cost is 60% of the lower capacity option.
Everyone recognizes that monitoring is waste
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.


13. What is an internal setup element?
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
Can only be done when the machine is stopped or shut down.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


14. What appears to be the primary metric in key 6?
Time measuring
Workers are conscientious about sticking to the work throughout the designated working areas.
Filming someone with a light on their finger so you can see the movements to better improve the design.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.


15. What are the benefits of properly maintaining equipment?
Inventory waste - Delay - Declining quality
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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


16. What is the purpose of flowcharting?
Filming someone with a light on their finger so you can see the movements to better improve the design.
Doubling productivity - Productivity = Output / TEE
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Graphically capturing the steps in a process - Flowcharts with built-in intelligence


17. 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.
Manufacturing value analysis
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


18. What are the first two steps in setting up a maintenance management system?

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19. What is the value of TPM?
People have learned how to make systematic improvements at each 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.
Factory employees begin setting up inter-process stores
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.


20. What is level 2 of key 9?
Everyone understands the need for PM; PM has been implemented for the most important machines.
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.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Each section does its own thing; each workplace functions independently


21. What are the three principles of prevention?
Time control and commitment
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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
Executives do not understand the high rate of return linked to integrated improvement.


22. What is the purpose of Cyclegraphic analysis?
Can only be done when the machine is stopped or shut down.
Filming someone with a light on their finger so you can see the movements to better improve the design.
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 control and commitment


23. What is level 1 of key 10?

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24. What is the new product introduction loop?

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25. What are the benefits of quick changeover for companies?
Helps you understand the facts as they are.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Study the flow of a product through the various operations
People have learned how to make systematic improvements at each process.


26. What is level five of key 5?
Factory employees begin setting up inter-process stores
The customer's order starts the process
Involving production employees in the total machine maintenance process.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover


27. What is level three of key 8?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Factory employees begin setting up inter-process stores
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
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time


28. 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
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.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
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


29. What is autonomous maintenance?
Involving production employees in the total machine maintenance process.
Preventative maintenance - Prevention maintenance - Corrective prevention
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


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

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31. 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)
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Eliminate certain processes that produce or create waste.
There is a shotgun approach to improvements; people have little concern for improving methods.


32. What is level two of key 6?
Emphasize the connections between processes and full employee participation in improvement making
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.
Prevents equipment from breaking down or malfunctioning.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


33. What is level two of key 8?
Continuous improvement of person and process
There is a shotgun approach to improvements; people have little concern for improving methods.
Inventory waste - Delay - Declining quality
Emphasize the connections between processes and full employee participation in improvement making


34. What are the different types of motions required for performing an operation? (Type 1 motions)
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.
Each section does its own thing; each workplace functions independently
Time it takes to make one unit
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect


35. What did Frank Gilbreth do?
Double capacity and the per unit production cost is 60% of the lower capacity option.
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
Made the basic elements of human motion (therbligs)
There is a shotgun approach to improvements; people have little concern for improving methods.


36. What is level four of key 8?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
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


37. What are the three elements of the standard work sheet?
Cycle time - work sequence - standard inventory
Executives do not understand the high rate of return linked to integrated improvement.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


38. What is Industrial Engineering?
Time measuring
Factory employees begin setting up inter-process stores
Hands-on activity based on the facts - not opinion.
Staying competitive with yesterday's products is difficult - if not impossible.


39. What is level 4 of key 10?
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.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments


40. What is the make/ship loop?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
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.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.


41. What is key #5?
Time it takes to make one unit
Zero monitor manufacturing
Preventative maintenance - Prevention maintenance - Corrective prevention
Quick changeover technology


42. What is key #6?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Manufacturing value analysis
Eliminate certain processes that produce or create waste.
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 kaikaku?
Large scale improvement
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
You have to communicate! Coordinate where the output is going to be stored.
Maintaining equipment


44. What is the main goal of MVA?
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 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.
Doubling productivity - Productivity = Output / TEE
Study the flow of a product through the various operations


45. What is predictive maintenance?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Determining the life expectancy of components in order to replace them at the optimum time.
Manufacturing value analysis
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method


46. What is kaizen?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
The available production time divided by the rate of customer demand
Factory employees begin setting up inter-process stores
Continuous improvement of person and process


47. What is level three of key 7?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Coupled manufacturing
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
Each section does its own thing; each workplace functions independently


48. What is prevention maintenance?
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
Made the basic elements of human motion (therbligs)
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


49. What is pull production?
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
Emphasize the connections between processes and full employee participation in improvement making
Maintaining equipment
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


50. What is level 4 of key 9?
Quick changeover studies begin; some employees are learning how to implement single changeover.
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.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign