Test your basic knowledge |

Lean Systems

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. The application of lean principles and tools to the task of designing products.






2. Activities in the operating processes are initated by actual customer demands - and not by forecasted demands.






3. Organizing operations systems by grouping together similar customers and then designing and implementing product systems to serve these specific customers.






4. Units being unnecessarily moved.






5. A scheduling system that builds output in response to actual customer demand.






6. Processing more units than are necessary.






7. The culture that is present in lean systems and that places a high value on respect for people in the system.






8. A classification of wastes into one of seven basic categories.






9. A systematic program for effective housekeeping in operational processes.






10. Unnecessary or excessive resource activity






11. Another term for lean systems; refers to the specific lean system implemented at Toyota.






12. An older name for lean systems






13. The processes used to reduce setup and changeover times with the goal of making output of smaller batches more efficient.






14. 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.






15. A short term - cross-functional team project aimed at improving an existing process.






16. 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.






17. The practice by which an operator should stop the process and immediately fix problems - rather than allowing it to continue making poor-quality output.






18. 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.






19. The practice of eliminating defects at their root cause origination points.






20. An emphasis on eliminating non-value-adding process steps nd on executing pocess steps in exactly the same way each time by every worker.






21. A graphical technique that helps managers understand material and information flows as a product makes its way through the process.






22. Excessive or unnecessary operations.






23. An emphasis on redesigning process in such a way as to make mistakes either impossible or immediately apparent to the worker.






24. A scheduling approach aimed at synchronizing the output rate with the rate of customer demand.






25. A philosophy that empasizes the minimization of the amount of all resources used in the various activities of the enterprise.






26. A form of level - mixed






27. A systematic three-stage procedure for reducing long setups.






28. The use of visul indicator systems such as flashing lights to help management assess current performance and quickly idnetify the location of current problems.






29. Managers and employees are obligated to see the problems and issues in person rather than relying on reports.






30. A focus on developing technological features of equipment and processes that quatomatically detect and flag problems.






31. Units waiting to be processed or delivered.






32. The processes and systems that work to identify and prevent all possible equipment breakdown.






33. Resources wasted waiting for work.






34. Putting the responsibility for attacking waste with the employees directly involved in the processes.






35. Making current performance and potential problems immediately visually apparent.






36. Waste due to unnecessary scrap - rework - or correction.