Test 1

Question 1

TPS

Answer 1

Toyota Production System (Founder Taiicho Ohno)

Question 2

Constraints on Toyota after WWII

Answer 2

Shortage of Capital
Shortage of Markets
Shortage of Workers

Question 3

Features of Lean Production

Answer 3

Pull-type production system
Small batch production
Small setup times
Flexible layout
Standard work/operations
Workplace organization
Total maintenance (TPM)
Employee empowerment and cross-functional teams Supplier partnerships
Integrated product-development process

Question 4

Demings’ 14 Points

Answer 4

Create consistency of purpose
Adopt the New Philosophy
Build quality into the product; stop depending on inspection
Build long term relationships based on performance, not price
Continuously improve product, quality, and service
Start training and re-training
Emphasize leadership
Drive out fear
Break down barriers between departments
Eliminate slogans, Exhortations and Targets for the workforce
Eliminate numerical quotas
Remove barriers to pride in work
Institute a vigorous program of education and self-improvement
Put everybody in the company to work on the transformation

Question 5

Total Quality Management (TQM)

Answer 5

Create consistency of purpose
Adopt the New Philosophy
Build quality into the product; stop depending on inspection
Build long term relationships based on performance, not price
Continuously improve product, quality, and service
Start training and re-training
Emphasize leadership

Question 6

Benchmarking

Answer 6

Xerox- Buying competitor’s products and testing against it.

Question 7

Concurrent Engineering/ Design for Manufacturing

Answer 7

Motorola- Condensing design and engineering employees

HP- Reuse supplier packaging for main product.

Question 8

Supplier Relations

Answer 8

Xerox- visited where parts were made, making their production more efficient.
Allen Bradley- Let supplier see their plant so they knew big picture.
Motorola- Supplier and manufacturers create value for eachother, and they can both make more money.

Question 9

Employee Involvement

Answer 9

Motorola- Full communication from the top down so workers understand the gravity of their work. Cross training and collaboration.
Allen Bradley- passing on mission

Question 10

PDCA

Answer 10

Plan Do Check Act

Question 11

Plan

Answer 11

Collect Data
Define Problem (find the root cause) (5 why analysis)
State Goal
Develop Solution
State Plan (Include schedule and people involved)

Question 12

Do

Answer 12

Implement the plan

Question 13

Check

Answer 13

Monitor and measure results. Compare to goals.

Question 14

Act

Answer 14

Take appropriate action

• expand
• revise
• dump

Question 15

Magnificent 7

Answer 15

Cause-effect diagram (fishbone)
Check sheet (tallys)
Histogram (bar graph)
Scatter Diagram (dots on 2 axis)
Process Flow Chart
Pareto Analysis (Bar graph with points) (vital v trivial)
Control Charts (compare to mean values)
Run Diagrams (frequency over period of time)

Question 16

Toyota’s 7 Wastes

Answer 16

Defects
Overproduction
Wasting Time
Transportation
Processing
Inventory
Motion (non-work)
Defects
[Waste of human talent]

Question 17

Value Added

Answer 17

Add to value of service or product

Question 18

Non-value added

Answer 18

Waste

Question 19

Necessary non-value added

Answer 19

Necessary but hard to eliminate (planning, scheduling, purchasing, quality control)

Question 20

DOWNTIME

Answer 20

Defects, Overproduction, Waiting, Non-utilized human talent, Transportation, Inventory, Motion, Excess processing

Question 21

Gemba

Answer 21

Go where the process is to observe

Question 22

Kinds of Processes

Answer 22

Primary: Main value-added process
Support: Necessary but non-value added steps
Development: Improving Processes, resources, outcomes

Question 23

Process Mapping

Answer 23

Identify
Investigate Tasks
Create a Map or Flow Chart
Identify Value Added versus waste

Question 24

Characteristics of a defined process

Answer 24

Can set standards of whats expected
Replicate the process and train people
Output is consistent
Can improve the process because it is understood

Question 25

Kaizen Event

Answer 25

team event dedicated to implementing lean tools

• uses insiders and outsiders’ fresh eyes
• completely unique

Question 26

Purpose of Kaizen event

Answer 26

Understand and evaluate the current situation
Identify areas of opportunity
Modify the existing process
Give presentation to senior management

Question 27

PDCA and Kaizen

Answer 27

PLAN Kaizan event
DI Kaizan event
CHECK results daily (MDI- manage daily improvement)
ACT sustain, revisit, redo

Question 28

Kaizan teams must have:

Answer 28

Skills
Cross-functional training
Fresh Eyes

Question 29

Value Stream Mapping

Answer 29

Determine the flow of physical items—patients, customers, or materials—through a process

Question 30

Data in value stream mapping

Answer 30

time, inventory, quality, people, distance

Question 31

Value Stream Map (VSM)

Answer 31

1) Define customer value and the process
- (see the process , Identify value-added and waste steps)
2) Create the “Current State” VSM
3) Determine opportunities for improvement
4) Create a “future-state” map
5) Create action plans to move to future state

Question 32

Qualities of Value Stream Mapping (VSM)

Answer 32

Differs from flow charting
uses sticky notes
can span multiple departments
includes data

Question 33

VSM Expectations

Answer 33

Use timed observations
never map from memory
focus on one process at a time
draw as a team

Question 34

What are the 5 s’s

Answer 34

sort
straighten
scrub/shine
standardize (prevent backsliding)
sustain (Daily Management system)
[safety]

Question 35

5s’s mean

Answer 35

Discipline and initiative

Question 36

benefits of 5s

Answer 36

Productivity, quality, morale, shorter response time, better appearance

Question 37

Batch production is common in…

Answer 37

Food, cars, computers, furniture

Question 38

Impacts of small batch production

Answer 38

Shorter lead time
Smaller WIP inventory
Higher Quality
Higher Flexibilty
Greater material handling costs