Lean Systems
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Lean Systems
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25 Questions

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

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

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

4. Units waiting to be processed or delivered.

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

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

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

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

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

10. 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.

11. 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.

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

13. An older name for lean systems

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

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

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

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

18. Units being unnecessarily moved.

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

20. Processing more units than are necessary.

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

22. 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.

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

24. Resources wasted waiting for work.

25. Unnecessary or excessive resource activity

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