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Test your basic knowledge |
Lean Systems
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer 36 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. A systematic three-stage procedure for reducing long setups.
just in time (JIT)
jidoka
single minute exchange of dies (SMED)
stop-and fix (or line-stop) system
2. Excessive or unnecessary operations.
kanban (pull) scheduling
processing waste
level - mixed-model scehduling
lean design
3. A graphical technique that helps managers understand material and information flows as a product makes its way through the process.
quality at the source
kanban (pull) scheduling
transportation waste
process analysis/value stream mapping
4. Units waiting to be processed or delivered.
inventory waste
level - mixed-model scehduling
quality at the source
waste of waiting
5. The practice by which an operator should stop the process and immediately fix problems - rather than allowing it to continue making poor-quality output.
pull system
stop-and fix (or line-stop) system
level - mixed-model scehduling
lean systems approach
6. The application of lean principles and tools to the task of designing products.
heijunka
lean systems approach
lean design
5-s program
7. The processes and systems that work to identify and prevent all possible equipment breakdown.
process analysis/value stream mapping
total productive maintenance (TPM)
quality at the source
level - mixed-model scehduling
8. Unnecessary or excessive resource activity
waste of motion
inventory waste
waste from product defects
simplificaiton and stndardizaiton
9. The use of various statistical tools for analyzing the capabilities of a given process and for monitoring its performance - with the goal of flagging potential problems before they occur.
pull system
process analysis/value stream mapping
statistical process control (SPC)
poka-yoke (foolproofing)
10. A focus on developing technological features of equipment and processes that quatomatically detect and flag problems.
simplificaiton and stndardizaiton
process analysis/value stream mapping
jidoka
gemba kaizen
11. Resources wasted waiting for work.
seven basic types of waste
waste of waiting
level - mixed-model scehduling
Kaizen Event
12. Managers and employees are obligated to see the problems and issues in person rather than relying on reports.
heijunka
gemba kaizen
poka-yoke (foolproofing)
stop-and fix (or line-stop) system
13. The practice of eliminating defects at their root cause origination points.
setup reduction
andons (trouble lights)
quality at the source
waste from product defects
14. Organizing operations systems by grouping together similar customers and then designing and implementing product systems to serve these specific customers.
heijunka
transportation waste
focused factory
waste of motion
15. The processes used to reduce setup and changeover times with the goal of making output of smaller batches more efficient.
quality at the source
statistical process control (SPC)
lean design
setup reduction
16. Units being unnecessarily moved.
lean design
transportation waste
pull system
lean system culture
17. An emphasis on redesigning process in such a way as to make mistakes either impossible or immediately apparent to the worker.
processing waste
waste of waiting
poka-yoke (foolproofing)
level - mixed-model scehduling
18. An emphasis on eliminating non-value-adding process steps nd on executing pocess steps in exactly the same way each time by every worker.
lean systems approach
TAKT time flow balancing
level - mixed-model scehduling
simplificaiton and stndardizaiton
19. A philosophy that empasizes the minimization of the amount of all resources used in the various activities of the enterprise.
heijunka
lean systems approach
TAKT time flow balancing
waste from product defects
20. Waste due to unnecessary scrap - rework - or correction.
waste from product defects
statistical process control (SPC)
setup reduction
stop-and fix (or line-stop) system
21. A form of level - mixed
Toyota production system (TPS)
statistical process control (SPC)
heijunka
waste of motion
22. An approach to work layout and scheduling that gathers in one location all of the equipment and work skills necessary to complete produciton of a family of similar products.
jidoka
group technology (GT)
waste from product defects
quality at the source
23. Another term for lean systems; refers to the specific lean system implemented at Toyota.
Toyota production system (TPS)
quality at the source
transportation waste
jidoka
24. A classification of wastes into one of seven basic categories.
seven basic types of waste
waste from product defects
waste of overproduction
gemba kaizen
25. The culture that is present in lean systems and that places a high value on respect for people in the system.
lean system culture
processing waste
single minute exchange of dies (SMED)
pull system
26. Processing more units than are necessary.
process analysis/value stream mapping
just in time (JIT)
waste of overproduction
stop-and fix (or line-stop) system
27. A scheduling system that builds output in response to actual customer demand.
quality at the source
just in time (JIT)
kanban (pull) scheduling
group technology (GT)
28. A systematic program for effective housekeeping in operational processes.
focused factory
jidoka
5-s program
TAKT time flow balancing
29. The practice of leveling quantities of different product models produced over a period of time - with the goals of reducing batch sizes and lead times.
level - mixed-model scehduling
setup reduction
focused factory
Kaizen Event
30. A short term - cross-functional team project aimed at improving an existing process.
visual control
Kaizen Event
process analysis/value stream mapping
group technology (GT)
31. Making current performance and potential problems immediately visually apparent.
visual control
andons (trouble lights)
quality at the source
process analysis/value stream mapping
32. An older name for lean systems
focused factory
poka-yoke (foolproofing)
jidoka
just in time (JIT)
33. The use of visul indicator systems such as flashing lights to help management assess current performance and quickly idnetify the location of current problems.
heijunka
andons (trouble lights)
single minute exchange of dies (SMED)
5-s program
34. A scheduling approach aimed at synchronizing the output rate with the rate of customer demand.
poka-yoke (foolproofing)
Toyota production system (TPS)
TAKT time flow balancing
group technology (GT)
35. Putting the responsibility for attacking waste with the employees directly involved in the processes.
heijunka
gemba kaizen
employee empowerment
lean systems approach
36. Activities in the operating processes are initated by actual customer demands - and not by forecasted demands.
andons (trouble lights)
lean system culture
pull system
waste from product defects