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