Lean

Planning has many problems which are largely caused by disconnects within departments (Horizontal), between departments (Vertical), and in time (Temporal)

TRUE

The jidoka concept was invented by Sakichi Toyoda and developed and extended by Shigeo Shingo

TRUE

The five-why (5-why) analysis method involves asking the question "Why" multiple times, moving up and down a level of abstraction from an abstract gap to concreter observations

TRUE

The jidoka concept of not shipping defects and stopping the line leads to better processes

TRUE

What is the core activity of management?

PDCA

The Lean Improvement Process includes which of the following: (Lean Production Simplified)

- Stabilize the 4M's - Flow - Pull - Improve the system

Standards can flexible in that workers can choose to follow them or not depending on whether or not they think they have a better method. (Lean Production Simplified)

FALSE

Taiichi Ohno thought that people were expendable and had little to offer the company. (Lean Production Simplified)

FALSE

Taylorism is a term often synonymous with mindless and dehumanizing work and the pioneers of lean production such as Taiichi Ohno and Shigeo Shingo completely shun Taylor's work. (Lean Production Simplified)

FALSE

The goals of best quality at lowest cost in the shotest lead time is not necessarily aided by jidoka

FALSE

The idea of zone control is to have successive management levels think in terms of his or her zone which discourages overlapping or redundant controls

FALSE

In a Production Capacity Chart we use the equation Capacity = Operational time per shift / (Process time + setup time). If we have an 8.5 hour shift with a total of 45 minutes for breaks (465 minutes total available per shift) and a process time of 36.6 seconds per unit (including actual process time plus setup time) for a process what is our capacity for that process for the entire shift?

762.3 units per shift

Work sequence tells us the order in which the work is done in a process.

True

What requirements does a good poka-yoke satisfy?

- High reliability - Designed for workplace conditions - Simple, with long life and low maintenance - Low cost

To sustain jidoka the Lean System must compel improvement. This requires a number of definitions and requirements. Which of the follwowing is NOT one of those definitions or requirements?

Capability and containment levels should should be translated to a score and rating for each process and the system should provide guidance on how to improve these scores and ratings

Which of the following is NOT the way a Lean culture should feel?

Confusing

What are the three categories of losses among the 6 Big Losses? (Lean Production Simplified)

Downtime, Speed or hidden losses, Defects

Just because an operation, step, or situation occurs that does not add value to the product or service does not mean it is Waste (Muda), legal requirements or steps due to outdated technology, for example. (Lean Production Simplified)

FALSE

Managerial work has three parts: routine work, improvement work, and reward and punishment

FALSE

PDCA is a hard taskmaster. This is why we need to have a hard hearted attitude of being hard on problems and people.

FALSE

Process engineers are the best source of poka-yokes

FALSE

Production capacity charts tell us how fast to produce parts

FALSE

Which of the following is NOT one of the paths to Poka-yoke?

Judgement Inspections

Lean production as a path or 'do' is another important aspect of Lean Culture. Specifically to follow the Lean path or 'do' means that we have to have the right attitude and mindset. Which of the following is NOT one of the approaches one should take on the Lean path or 'do'?

Keep silent until you know exactly what you are talking about

What waste does the author say is the most pervasive waste?

Knowledge disconnection

Standards make abnormal conditions obvious

True

Rule Number Three of Kanban has some corollaries. Which of the following represent those corollaries?

- Do not produce more than the number of kanbans in hand - Produce in the sequence that you received kanbans

The author contends that we have six (6) outputs we have to manage in our organization's system. These include which of the following?

- Productivity - Quality - Cost - Delivery time - Safety and environment - Morale

Some Guidelines for Tools and Jigs include:

All items n this list - Jig design to avoid manual holding of materials - Use ergonomic tools - Combine tools where possible - Use balancers that automatically take away the tool where possible

What do we need to know in order to plan effectively?

All of the above - Where we are - Where we are going (vision) - How we will get there (plan) - What obstacles, large and small, are on the path

What types of kanban are there?

Both A and B a. Production Kanban b. Withdrawal Kanban

Which of the following represent the Maintenance Stages, in typical order of how a firm progresses? (Lean Production Simplified)

Breakdown maintenance (firefighting), Preventive maintenance (some proactive planning and troubleshooting), TPM=(Preventive + Predictive Maintenance) + Total Involvement

A3's are primarily about the A3 report

FALSE

Kanban may be all of the following except:

Permission to produce as much as the process will allow

Match the PDCA cycle element to its description.

Plan - In order to do this step we... Do - This part of the cycle is about... Check - In this part of the cycle we ar... Act - In this part of the cycle we re... GTS-Grasp the situation - This part of the cycle is a con...

Mura refers to unevenness or fluctuation in work, usually caused by fluctuating production plans. What is NOT an example of Mura

Zero fluctuations in work from shift to shift

For proper planning, what two questions do you have to answer?

Where are we going? and How do we get there?

The Eight forms of Waste (Muda) are: (Lean Production Simplified)

Motion, Delay, Conveyance, Correction, Overprocessing, Inventory, Overproduction, Knowledge Disconnection

Match the Hoshin Planning System element with its description.

- A3 Thinking - This is a way of thinking that... - Nemawashi - Hoshin planning will take lon... - Catchball - This process is essentially a... - Plan-Do-Check-Act - This process has overlapping... - The Control Department Concept - Within many organizations a...

Match the Four Phases of Hoshin Planning with their description or definition.

- Hoshin generation - I this phase annual goals... - Final evaluation - At the end of the year... - Hoshin deployment - In this phase less abstract... - Hoshin implementation - This involves applications of...

What are the four types of A3's?

- Hoshin planning A3 - Problem solving A3 - Proposal A3 - Current status A3

Hoshin Planning is about Focus & Alignment. Through Hoshin Planning we seek to:

- Identify our critical few improvement initiatives each year - Develop corresponding strategies (A3's) - Deploy our A3 strategies throughout the organization - Involve all team members in problem-solving

A Five Why analysis is a useful and core problem-solving tool. Asking why continually often leads to finding a root cause of a problem. Because 5-why takes practice it is easy to go down a wrong path with problem-solving and 5-why it is important to understand a rule of thumb about root causes in that they invariably fall into one of three categories:

- Inadequate adherence to standard - Inadequate system - Inadequate standard

Management by theater is a part of visual management where management engages where the work occurs to make problems visible and support the employee. All managers are thus exposed because they cannot hide but also this helps place everyone on a level playing field where they can act as a team and support each other. What events might be included in this management by theater?

- Line-side process reviews - Current condition presentations - Hoshin planning presentations - Safety or quality presentations and investigations

Match the appropriate Teamwork concept with its description. Teamwork in the Lean System is a "All for one, one for all" situation.

- No executive dining rooms or parking spaces- No special spaces or perks.... - Employment security-Job cutback are only considered... - Uniforms-Every team member wears... - Genchi Genbutsu- Go and see spirit that every... - Safety first- Safety is a core value... - No executive offices and no walls- One large room with everyone...

Day-to-day experience of team members is critical and such experience and behavior includes:

- Paradox - Standardization - The do concept - Plan-do-check-act (PDCA) - Visual Management - Teamwork - Intensity

Hoshin planning builds on Peter Drucker's concept of Management by Objectives (MBO). What are some of the enhancements and additions to this concept utilized in Hoshin Planning?

- People focus - Nemawashi - PDCA and metrics - Catchball - Focus on objectives

Paradox is one of most fascinating aspects within the Lean System. Match the correct term with its paradoxical idea.

- Standardized work - Team member and not "experts"... - Overall efficiency - Overall efficiency is NOT... - Pull - Don't make something unless... - Standards - These change all the time... - Perfection - Although it might never be... - Flow - One at a time production... - Jidoka - Stop production so that...

Which of the following is included in the types of planning for a modern organization?

- Strategic - Where are we going and how do we get there? - Operational - How will we manage day to day? - Project - How will we achieve this specific goal? - Financial - How will we spend our budget and manage our finances?

In the section of the book Lean Production Simplified titled "A Virtue of Necessity" the author points out that Toyota and Ohno discovered the benefits of producing smaller batches of product and quick changeover from one product to another. Which of the following are benefits he attributes to smaller batches and quick changeover?

-Reduced lead times -Cost saving -Quality

Takt time = Daily operating time / Required quantity per day. If our daily sales rate is 1520 units and we have two shifts of 8.5 hours minus 45 minutes each for breaks what is our takt time?

0.61 minutes or 36.6 seconds or 1.64 units per minute

What are the steps of Time Measurement

1 Become familiar with the... 2 Draw the process area layout... 3 Show the work sequence... 4 Write the work elements... 5 Measure total cycle time... 6 Measure the time for each... 7 Identify and measure irregular... 8 Write the standardized work...

Poka-yokes reduce workers' physical and mental burdens by eliminating the need to constantly check for common errors that lead to defect. Place in the proper order of importance the most common errors. Order of importance means partly that the most important errors can lead to the most serious defects and partly that the most important errors should have the most emphasis placed on them

1 Missing process steps 2 Process Errors 3 Mis-set work pieces 4 Missing Parts 5 Wrong parts 6 Wrong work piece processed 7 Faulty machine operation 8 Adjustment errors 9 Equipment not set up properly

What characteristics best describe Craft Production? (Lean Production Simplified)

A workforce comprising quasi-independent tradesmen, Decentralized organization, General-purpose machines, Low production volumes and high prices

What other reasons are given for why we plan?

A, B, C - To improve as individuals and as an organization - To compel renewal and reinvention - To learn

The problem solving funnel includes and addresses which of the following:

All of the above - Point of cause analysis such as 5 Why analysis (time and place where events cause abnormality) - Grasping the situation of the big vague concern (Actual vs. Standard or Actual vs. Ideal) - Genchi Genbutsu - Root cause and their countermeasures

Some benefits to working in cells include:

Ease of communication, instant quality feedback, team members can help each other, compact cells leads to WIP reduction, cross-training and work knowledge increases

In the equation for efficiency, Efficiency = Output / Manpower, the only way to improve efficiency is to get the customer to order product more evenly

FALSE

A lean system should be an exact and precisely designed system according to the author's final comments.

FALSE

Because Lean Systems rely on respect for people, a scientific problem solving process (PDCA),,etc., it is a relaxing environment.

FALSE

Visual Management means having more words and fewer pictures as per the visual management triangle

FALSE

Which is NOT a characteristic or concept the author includes in the summary of The Culture of Lean

Lean production is mostly a set of techniques

What three charts are used to define Standardized Work

Production capacity chart, Standardized Work Combination table, Standardized work analysis chart

Match the 5S step to its description

S1 Sort - Keep what is need, isolate... S2 Set in Order - Create visual standards for.... S3 Shine (and inspect) - Create standards for cleaning S4 Standardize - Everyone should be following the processes the same way, including 5S implementation and improvement. Any out-of-standard conditions should be visual and understandable and everyone should know what to do, when to do it, and how to do it. S5 Sustain - Everyone who is involved with a process should participate in the 5S program and should be following the processes the same way, including 5S implementation and improvement. Participation, training, promotion, communication, etc. is critical to implementing and improving the 5S program which in turn supports Stability and Lean.

A long-term jidoka strategy is needed to continually improve quality.

TRUE

Creating , experience, and creativity flow in our organizations is a goal of good planning and its execution

TRUE

Hoshin planning is the nervous system of lean production

TRUE

Human resources (HR) is a critical function in a Lean system

TRUE

PDCA provides both a scientific discipline and freewheeling spirit of inquiry

TRUE

Planning itself can be a Pull System

TRUE

Standardization is important to a Lean System and the Lean Culture

TRUE

Muda (Waste) is usually a symptom of obstacles to Flow. For example WIP in from of a machine means there may be a problem with:

- Changeover times (it is too long so operator has to make more) - Machine availability (e. g. machines are not reliable so extra parts are made - Quality (e.g. the defect rate is high so the operator makes more to meet the production target) - An operator asks for more parts or assemblies because she does not trust the upstream process

A Store or Supermarket might be used in a JIT system. The store or supermarket is usually finished goods where after products are shipped the kanban rules determine when replacements are to be produced. We prefer to have a one-piece flow but might us a Store or Supermarket under which of the following conditions:

- Cycle time mis-matches (some processes operate on fast cycle time and others slow) - Distance. Some processes are far away and shipping one piece is unrealistic - Process instability - Some processes are too unreliable to couple with other processes - Long lead times - Some processes have lead time that are too long to coupled with other processes

The JIT production rules are simple and include:

- Do not produce something unless the customer has ordered it - Level demand so that work may proceed smoothly throughout the plant - Link all processes to customer demand through simple visual tools (called kanbans) - Maximize the flexibility of people and machinery

Which of the following questions would help us achieve better social ingenuity?

- How do we identify our critical goals? - How do we develop plans and align our activities? - How do we communicate our goals and activities level by level? - How do we harness the abundant talent of our team members? - How do we sustain our activities? - How do we quickly change course when required? - How do we learn from our experience?

A long-term jidoka strategy is needed to continually improve quality. The author suggests that good questions about which to ponder deeply include:

- How will we communicate and promote jidoka? - How will we measure the capability of each process? - What is the role of the team member, supervisor, manager, and executive with respect to quality, jidoka, poka-yoke, etc.? - How will we train team members? - How will we link jidoka with 5S, standardized work, and TPM? - What kind of knowledg will our team members require to make poka-yoke? - How will we involve our team members?

What are some Guidelines for Layout and Equipment?

- Identify home positions for tools and materials - Build flexibility into the layout to accommodate demand changes and taller or shorter operators - Move parts horizontally and avoid vertical part movements and use gravity to move parts - Place tools and materials conveniently - Ensure adequate lighting - Use colors - Use U-shaped layouts so that process start and end points are side by side

Throughput is the amount of product that can be moved through a system in a certain amount of time. A system is comprised of a series of dependent processes and each is subject to statistical fluctuations or variation. Eli Goldratt showed two challenges: Variables like inventory down the line will fluctuate around the maximum deviation (variability) established by upstream processes and Throughput is governed by the slowest process in the chain (the bottleneck). According to Goldratt we have to do which of the following:

- Identify our bottlenecks - Decide how to exploit our bottlenecks - Elevate the bottleneck (make improving it the most important thing)

What does the Machine Loss Pyramid tell us? (Lean Production Simplified)

- If we focus on major breakdowns we miss the opportunity to prevent further breakdowns and all of the minor stoppages and failures and hidden failures - To prevent breakdowns, we must track and prevent these hundreds of minor and hidden failures - Breakdown (function losses) represent the smallest fraction of why Overall Equipment Effectiveness (OEE) and other measures may be low - Minor stoppages (function deterioration) may be more important than breakdowns. - There may be hundreds of minor and hidden failures for every machine breakdown

Match the type of inspection system and zone control to its description

- Informative inspections - Reducing defects - The most effective of these.... - Horizontal Source Inspections - This type of inspection occurs... - Vertical Source Inspections - This type of source inspection... - Judgement Inspections - Discovering defects - These inspections occur after... - Source Inspections - Preventing defects - This type of inspection is des...

Match the words (or symbol if shown) with its corresponding Waste from the Nine Wastes of Knowledge.

- Large W - Waiting - Upside down triangle with an H inside - Hand off - Hammer - Wrong tool - C with a circle and slash - Communication barriers - Trapezoid with D inside - Discarded knowledge - Heart with I inside - Useless information - Overlapping arrows pointing in multiple directions - MisAlignment - Quarter moon - Wishful thinking - Triangle with lever on top - Inadequate checking

What are some of the many problems caused by defects?

- Lead times and costs go up - High defect rates make flow and pull impossible because they lead to frequent line stoppages - Kanban systesm collapse when defective parts are shipped - Productivity goes down

Rule Number Two of Kanban has some corollaries. Which of the following represent those corollaries?

- No withdrawal of goods without a kanban - A kanban accompanies each item - Withdraw only the indicated parts in the indicated quantity

Rule Number One of Kanban is that we never ship defective items. Which of the following helps us in the endeavor?

- Quick detection and containment of defects (zone control) - Autonomation (machines stop automatically upon defect detection) - Quick problem solving - Bad parts must be replaced by good parts immediately

What is true about Shigeo Shingo's thoughts on statistical methods, including Statistical Process Control (SPC) and some of the means and methods to achieve zero-defects?

- SPC and statistical methods alienates production managers, supervisors, and workers who are responsible for quality - SPC and statistical methods are based on the false premise that 100 percent inspections are impossible - Source inspection is used to support poka-yoke - 100 percent inspection can be achieved at low cost - Poka-yoke (error-proofing) developed and refers to simple, inexpensive failure-proofing devices

Match the appropriate Lean Thinking vs. Methods Engineering concepts.

- Standards change (and only the experts can change them) - Methods engineering - Not only do experts know better but once you have the single best method you should stick to it and change it only after the experts find the time to study it and improve upon it - Workers should design the work - Leaning thinking - workers know.... - Workers are not involved in designing the work or making improvements - Methods engineering - engin..... - There is a single best way (and the engineers will find it) - Methods engineering - assumption about whether a standard should or should not change - There is no one best way to do the work - Leaning thinking - Even the best.... - The purpose of standardized work is to provide a basis for improvement - Leaning thinking - Mura is une....

The author says he came to understand at Toyota (about standards and standardized work) that:

- There is no one best way to do the work - Workers should design the work - The purpose of standardized work is to provide a basis for improvement - The best processes are rife with muda and therefore standardized work constantly changes

What types of Poka-yoke action are there when a poka-yoke detects and error?

- Warning - Shutdown

When using a store or supermarket 5S and visual management gives us information we need such as:

- Where is it? - What is it? - How many are there? - Which one should be produced now, if any? - How many should we produce? - Where does it go when we produce it?

The author contends that we have four (4) inputs we have to manage in our organization's system. These include which of the following?

-Manpower (Man/Woman - People) -Materials -Method -Machine

To which of the following does the author of Lean Production Simplified attribute what he calls "The Growing Dysfunction" and were problems with the Mass Production system? (Choose ALL that apply)

-Poor Quality - high defect rates -Large machinery to take advantage of economies of scale -Worker alienation -Engineering disconnect due to specialization and removal from understanding the "big picture" of design

Specifying Value (Lean Principle #1) is from the perspective of the company designing and producing the product or service. (Lean Thinking)

FALSE

What are examples of the waste of Overprocessing (doing more than the customer requires) (Lean Production Simplified)

All of the Above -A mountain bike produced with reflectors and other items riders immediately remove when they get their bike home -15 features in a software package when customers only use 7 of them -Sanding a locker door smoother than required by the specifications -Having a quality inspection after every toaster oven has been produced although no defects or variations had been noted in several months

How does the author suggest we can start on the path to making a process, system, or value stream flow? (Supporting the ideas from Lean Thinking)

All of the above - Define the value from the viewpoint of the customer - Move machinery and people close together so they can provide value continuously - Subordinate everything to 1 and 2

Jidoka is three chinese characters symbolizing what?

All of the above - Do - Refers to motion or work - Ka - Suffix "-ation" - Ji - Refers to the worker herself where if she feels something is wrong or is creating a defect she can stop production - Together the symbols jidoka implies intelligent workers and machines identifying errors and taking quick countermeasures

Because we want overall efficiency in a process (and in a system) and not isolate, individual efficiency we either need to or may need to do the following:

All of the above -Have cycle times as balanced as possible -Make sure areas of responsibility overlap -Have distances between workers as short as possible -We may need to have inventory or other buffers between processes because different processes are not balanced

In Lean Production Simplified the author states that improvement is impossible without stability in the 4M's. Which of the following are included in the 4M's:

All of the above -Manpower (Man/Woman - People) -Materials -Method -Machine

Pull systems control WIP. The "Magic of Pull" results in all the following except:

Decreased throughput - in accord with Little's Law

According to the author most companies track OEE and have better than 90% OEE. (Lean Production Simplified)

FALSE

Hoshin planning requires we look at all problems and try to fix them

FALSE

In order to achieve Flow every function and department must make sure they are independently efficient

FALSE

It is okay to have standards that are out of the work area in order to keep things clean, like we are taught in 5S. (Lean Production Simplified)

FALSE

JIT is not really related to the Lean Thinking concepts of Flow and Pull because we use inventory to control throughput

FALSE

Pull means that we produce according to what our process is capable of producing

FALSE

Shigeo Shingo's concept of "zero defects" was based on the statistical approach to quality control

FALSE

Standardized work is considered an organization's playbook (the safest, easiest, and most effective way of doing the job) because once you have the best way it is set in stone and no reason to change what works

False

Which of the following is NOT a means to improve human reliability?

Incentives for producing the maximum number of units possible

What characteristics best describe The Ford System? (Lean Production Simplified)

Interchangeability and ease of assembly of parts, Reduction of actions required by each worker, Moving assembly line

The authors of both Lean Thinking and Lean Production Simplified demonstrate the applicability of Lean to environments and organizations other than just manufacturing.

TRUE

From Lean Production Simplified, what are the Foundation, Walls, Roof, and Heart of the Lean System

Stability, Standardization, Just-In-Time, Jidoka, Customer Focus, Involvement

What are the four TPM stages? .(Lean Production Simplified)

Stabilize and Restore Equipment, Measure Six Big Losses, Eliminate Losses, Improve Design

What characteristics best describe Mass Production? (Lean Production Simplified)

Standardized work, reduced cycle time, time and motion study, measurement and analysis to continually improve the process

A central goal of the Lean System is to eliminate Waste (Muda) so as to improve profitability (Both Texts)

TRUE

A job element sheet shows all the operations in a job where a job element is the minimum action or group of actions required to advance a process.

TRUE

A key goal of Hoshin Planning is alignment and flexibility

TRUE

According to the author and his concept of Lean Thinking we should seek to maximize utilization of people.

TRUE

An effective poka-yoke: 1. Inspects 100% of the items, and, 2. Provides immediate feedback so as to compel countermeasures

TRUE

Cycle time is the actual time to perform a process whereas takt time is how frequently we must produce a product. Our goal is to synchronize takt time with cycle time to the greatest extent possible

TRUE

Even the best ERP or MRP systems loses touch with the actual conditions in the workplace.

TRUE

Humans are often the least reliable component of a complex system

TRUE

In Lean Production Simplified the author provides two equations for the profit equation: Cost + Profit margin = Price (old equation) and Price (fixed) - Cost = Profit (new equation). He states that the new equation is the new reality because companies can no longer simply take their costs and add profit to it to reach a price but rather they must meet a market price. As a result the key to profitability is cost reduction.

TRUE

In Lean Thinking the author uses the travel from the UK to Greece as an example of Value from the perspective of the customer who is travelling and encompasses the entire Value Stream which includes multiple companies and processes.

TRUE

In addition to asking what value is from the customer's perspective we also have to ask what waste is to them and how we can maximize value and minimize waste

TRUE

Just-In-Time (JIT) is the opposite of typical systems where products are pushed through the system per a schedule as opposed to customer demand

TRUE

Kanban is a system of visual tools (usually signal cards) that synchronize and provide instruction to suppliers and customers in and outside of an organization

TRUE

Overproduction can cause other wastes; one of the reasons it is considered the most serious waste. (Lean Production Simplified)

TRUE

Specifying Value (Lean Principle #1) is not just for manufacturing but also for services and other non-manufacturing processes. (Lean Thinking)

TRUE

Stability starts with visual management and the 5S system (Lean Production Simplified)

TRUE

The Pacemaker process is the point of connection with the customer

TRUE

In Lean Production Simplified the author says that occasionally they had to take non-lean action such as increasing buffers, or adding people or equipment to buy time until root causes to problems were found and solved

True

It would be a good idea for companies to have a small group of affected employees work on TPM activities. (Lean Production Simplified)

True

Muda or Waste is partly the idea of only that which adds value in the eyes of the customer and everything else is Waste or non-Value Added. Which of the following is NOT a category of Human Motion. (Lean Production Simplified)

Unless a human is moving they are lazy