ASQ Lean Manual CM0402

Lean Bronze Certification Review Rev.
09-06-01
Lean Bronze Certification Review

Course
© SME
Introductions
Name
Company where you work
Products you make
How long you have been involved with Lean
30 seconds Cycle Time
© SME Lean Certification Bronze Review V2.0 06012009 1
Introduction © SME 1
Lean Bronze Certification Review Rev. 09-06-01
About the Partners
Who are the Lean Certification

Partners
Mission & Vision
Awards and Events
Web Contact Information
SME
The Society of Manufacturing Engineers is the
world’s leading professional society supporting
manufacturing education. Through its member
programs, publications, expositions and
professional development resources SME promotes
an increased awareness of manufacturing
engineering and helps keep manufacturing
professionals up to date on leading trends and
technologies.
Visit http://www.sme.org/lean
AME
The Association for Manufacturing Excellence
(AME), founded in 1985, is a not-for-profit
organization dedicated to cultivating understanding,
analysis and exchange of productivity methods and
their successful application of the pursuit of
excellence. AME is practitioner-based, and events
and workshops focus on hands-on learning. AME
publishes the award-winning Target magazine and
puts on several regional and national events each
year.
Visit http://www.ame.org
ASQ
The American Society for Quality has been the world’s leading
authority on quality for more than 60 years. With more than
85,000 individual and organizational members, the
professional association advances learning, quality
improvement and knowledge exchange to improve business
results and to create better workplaces and communities
worldwide. ASQ has been the sole administrator of the
prestigious Malcolm Baldrige National Quality Award since
1991. ASQ is a founding sponsor of the American Customer
Satisfaction Index (ACSI), a prominent quarterly economic
indicator, and also produces the Quarterly Quality Report.
http://www.asq.org
The Shingo Prize

The Shingo Prize was established in 1988 to
promote awareness of Lean manufacturing
concepts and recognize companies in the United
States, Canada, and Mexico that achieve world-
class manufacturing status. The Shingo Prize
philosophy is that world-class business
performance may be achieved through focused
improvements in core manufacturing and business
processes.
Visit http://www.shingoprize.org
The Shingo Transformational

Model
II. The Shingo Prize Model

b. Model Structure
2 Day Lean Bronze Review

Day 1
8:00am Introductions (30m) (all)
8:30am Lean Certification Overview (45m)
9:15am Break
9:30am Practice Exam 1 (60m) – (Practice Exam and Review)
10:30am Section 1. & 3. – Cultural Enablers (60m) (Team Research)
11:30am Lunch
12:30pm Section 2. – Continuous Process Improvement (Lecture)
1:00pm Section 2. – Continuous Process Improvement (60m) – (Team Research)
2:00pm Break
2:15pm Section 2. – Continuous Process Improvement (150m) - (Worksheets and Group Review)
4:45pm Wrap up for day 1
Day 2
8:00am Additional Check Activity & Handout Review from Section 2 (60m)
9:00am Section 4.0 – Business Results (60m) – (Team Research)
10:00 am Break
10:30am Formula Review (30m) – (Worksheet and review questions)
11:30am Lunch
12:30pm Practice Exam 2 (75m) (Practice Exam and Review)
1:45pm Test taking strategies (:15m)
2:00pm Break
2:15pm Portfolio Development (30m)
2:45pm Wrap up and review (:15m)
3:00pm AME/SME program feedback forms & Conclude program (15m)
Deliverables
Upon completion of this workshop, participants will be able to:

Understand the exam content and materials used to create the exam
Understand the structure and format of the exam
Have greater confidence when planning to take the Bronze–level
exam
Know how to do a solid review of the Lean Certification body of
knowledge
Complete practice exam questions that illustrate what to expect on
the examination
Understand the Bronze–level portfolio requirements
Understand the overall Lean Certification process
Ultimately, upon completion students should be ready to take

the Bronze–level exam.
Course Description
A structured review for individuals planning to
take the Lean Bronze Certification
Examination.
The body of knowledge covered in the review
includes reading materials, reference
information and exam.
Note: Assumes participants have read material

beforehand! This is an intensive review program!
Course Objectives
Understanding of the Certification process
Review of Primary References – determine
areas of focus from reading material –
including formulas
Identify studying and test taking strategies.
Preparation for the exam including practice
tests
Understanding of portfolio process, and Silver
and Gold level requirements
Course Objectives
The exam is based on the required reading
materials for the bronze level.
It is impossible for a review course to cover all the
items that could be found in reference materials.
Therefore, the review course:
reviews the recommended readings in relation to the
bronze certification body of knowledge
attempts to bring individuals up to speed as to which
areas of the reading materials to focus on in relation to
the body of knowledge.
Lean Certification
Why become certified?
Official definitions of levels
How do they differ
What is the process for going through the

levels
The Certification Process
The Road to Gold begins with Bronze!
Exam Format
The Lean Bronze Certification Exam is a three-hour exam
containing approximately170 multiple choice questions.
All of these questions cover a breadth of knowledge in Lean
manufacturing and are related to the 2008 Certification
Body of Knowledge that was built in accordance with the
Shingo Prize Model.
The questions are designed to test your knowledge of the
body of knowledge and were derived from the reading
material identified in the application process.
The number of questions for each module is approximately
proportionate to the weight of the module.
Exam Development Process

Develop body of knowledge
Develop questions, pilot, evaluate, control
Continuously improve
Body of knowledge, questions, review course
Comments:
Industry Lean and education experts were active in
all development steps.
Each exam question has a specific reference in a
recommended reference book and ties directly to
the body of knowledge.
Body of Knowledge Outline and

Content Percent for Bronze Exam
1. Enablers of Lean 15%
2. Continuous Process Improvement 60%
3. Consistent Lean Culture 10%
4. Business Results 15%
Lean Certification and Item Review

& Validation
Item Writing
What is it
Item writing
Item review & validation
Involvement
Lean Certification Item Review &

Validation
SME LEAN CERTIFICATION ITEM CONSTRUCTION FORM
ITEM WRITER Name: Xyz

Phone Number: 555.555.1212
E-mail: xyz@yourcompany.com
PREMISE (question, stem or story problem):

The typical portion of value-added work compared to non-value-added work for most unimproved processes is:
RESPONSES (correct answer is “a”):
a. 5% value added, 95% non-value added
b. 25% value added, 75% non-value added
c. 50% value added, 50% non-value added
d. 80% value added, 20% non-value added
SOLUTION (if computation is required):
DIAGRAM (if one is required to solve the premise): Please include file name in text box below. Submit diagram as a separate file.
REFERENCE (Source you would quote to prove the correct answer is in fact correct. Please make the reference as precise as
possible.):
Title: Lean Production Simplified
Author(s):
Publisher:
Year Published:
Page Number: 21
Second Half of Item Writing Form:

For Item Writer:
Rubric: 1.1.5 World Class Quality Exam LB X LS

Systems LG
Cognitive Type K A J Difficulty L M H
Passing Point 90% who will pass? File name 1.1.4.2(a).doc
For Item Review Team:
Rubric: 1.1.4.2 defining val Exam LB X LS

non val LG
Cognitive Type K A J Difficulty L M H
Importance L M H Criticality L M H
Angoff Pass Pt. .4

Format for covering Body of

Knowledge/References
Series of slides with questions and or
activities from sections of BOK
Team and individual activities to review key

topics.
Take practice exams
Mark book with sticky tabs (optional)
Process will be timed

Looking for answers

Chapter headings of each book
Index of each book
Definitions/Glossary
Lean Thinking (Back of book)
Gemba Kaizen (Front of Book)
Lean Production Simplified ( Back of book)
Lean Thinking – big picture section one – general concepts
Gemba kaizen – all around book, tools, concepts, leadership
Lean Production Simplified – primer for tools, ties everything
together
Learning to See – all about Value Stream and Value Stream
Mapping
Practice Test 1
25 questions to complete in 30 minutes
Answer questions on your own, no talking
Open book/notes, calculators ok
When entire class is done, correct answers will be provided by
Instructor
Ask yourself these questions:
Were you prepared for the questions asked?
What could have prepared you better?
What strategies did you use when faced with a question
you didn’t know or were not sure about?
1. Cultural Enablers (15%) &

3. Consistent Lean Enterprise Culture (10%)
1. Cultural Enablers (15%)
1.1 Principles of Cultural Enablers
1.2 Processes for Cultural Enablers
1.3 Cultural Enabler Techniques and Practices
3. Consistent Lean Enterprise Culture (10%)
3.1 Principles of Consistent Lean Enterprise Culture
3.2 Processes for Consistent Lean Enterprise Culture
3.3 Consistent Lean Enterprise Culture Techniques and
Practices
General Focus on the Principles of Lean Leadership and
Teamwork related topics
Bronze Report Out Form
Question Form
Team Research:
1. Cultural Enablers &
3. Consistent Lean Enterprise Culture
Rubric: 1.1 , 1.2.1, 1.2.4, 1.2.5
3.2.1, 3.2.2, 3.3.1, 3.3.2
What are the key concepts and important points about: Alignment/Hoshin
planning/
policy deployment?
At your table with your team use the Group Report Out Form handout to record
your answers on the above topic.
Also as a team create a minimum of one question utilizing the Question form.
Utilizing the following books and pages for the research on this topic.
LP 02, LP 07 - Chapter 8 & glossary
GK 97 – pp. 9 – 10, 17, 102-103
LT 03 - pp. 94–98, 261 -262, 349, 351 & glossary
LT 96 - pp. 94-98, 261-262, 306-307, 309 & glossary
Team Research:
Rubric: 1.1, 1.2.2, 1.2.3
What are the key concepts and important points about: Principles of Lean Leadership
At your table with your team use the Group Report Out Form handout to record your
answers on the above topic.
LP 02, p.106, Role of a Manager, pp. 67-68 Continuous flow, pp. 99 -100 summary, pp.106 -
108 practical Kaizen training, p. 118 How do we create flow, p. 141 teamwork and paradox, p.
146 Glossary: Gemba & Genchi Genbutsu, p. 103 Goal of Involvement
LP 07, p. 113 Role of manager, pp. 70-71 Continuous flow, p. 91 summary , pp. 113-114 practical
kaizen training, p. 124 How do we create flow, p. 153-154 teamwork and paradox, p. 160
Glossary: Gemba & Genchi Genbutsu, p. 109-110 Goal of Involvement
GK 97, Glossary XXIV Gemba, p. 25 Go to Gemba First, 24 Golden rules of Gemba

management,
LT 03, Specify Value, pp. 16-19
Team Research:
1. Cultural Enablers
Rubric: 1.2.1, 1.2.4, 1.3.5, 1.3.6
What are the key concepts and important points about: Value Stream Management
LS 03 – pap. 3-6 What is value stream mapping, flows and product families, pp. 96 -99 Value
Stream Improvement is Managements Responsibility
LT 03 - Chapter 2 – 5, Glossary p. 348 (Flow)

LT 96 – Chapter 2-5, Glossary p. 306 (Flow)
Team Research:
Rubric: 1.1, 1.2.7, 1.3
What are the key concepts and important points about: Empowerment
GK 97 - pp. 230 -234 Employee Empowerment training, pp. 242 – 247 Changing Their Culture,
pp. 88 – 93 Learning Enterprise and suggestion systems, pp. 141 -142 Staff development, p. 112
two tasks of supervisors, pp. 234 – 235 Action and Accountability
LT 03 - Chapter 2–4
LT 96 – Chapter 2-4
LP 07 – chapter 7, p 107-119, chapter 9 p. 145-157
LP 02 - chapter 7, p 101 – 112, chapter 9 p. 135 – 143
2. Continuous Process Improvement –

60%
2. Continuous Process Improvement (60%)

2.1 Principles of Continuous Process
Improvement
2.2 Continuous Process Improvement
Systems
2.3 Continuous Process Improvement
Techniques & Practices
2. Continuous Process Improvement –

60%
The largest portion of questions will relate to this section of the

body of knowledge
This section covers:
Core manufacturing strategy as it relates to lean
The many practices and organizational techniques used to
achieve world-class results
Philosophies, tools and techniques for waste identification and
elimination
Principles and methods for achieving flow
Problem solving—why and how
How companies use innovations in product and market services
to gain an advantage
The importance of customer and supplier relationships to world
class results
Class Discussion:
2. Continuous Process Improvement
Terms you need to know and their meaning for the purposes of the
Bronze test:
Kaizen Blitz = Kaizen Event (usually take 1-5 days)
Benchmarking: This is a positive thing from the point of view of the test, even though LT
indicates it may be wasteful if done improperly (e.g. if done to make you feel good about
how far you have come, with inadequate humility)
Lead-time: The time it takes for one piece to move all the way through the process or a value
stream, from start to finish. (e.g. the order arrives on Monday, product is build on
Wednesday and shipped on Friday, then the order lead-time inside the company is 5
days). NOTE: lead-time may need to be further defined, such as do we mean factory
lead-time, customer-lead-time (order to receipt) or something else.
Cycle Time: How often a part of product is actually completed by a process, as timed by
observation. (e.g. we time how long it takes to assembly one pressure fitting by one
operator)
Class Discussion:
Terms you need to know and their meaning for the purposes of the
Bronze test:
Production Lead-time: Processing Time + Retention Time Note: this is the view of lead
time when producing a value stream map.
Processing Time: Total cycle time across the value stream (e.g. cycle time at operation 1 + cycle time
at operation 2 + cycle time at operation 3)
Retention Time = Inventory stagnation time (calculated as (quantity of inventory found in value
stream x takt time. E.g.-- 100 pcs are sitting in front of a welder and the takt time 10 seconds/pc, then
retention time is 1000 seconds. Another way to think of this is the 100 pcs sitting are the equivalent of
1000 seconds of work.)
First Pass Yield = First-time-through: The portion of products or parts made that are correct
the first time. (E.g.—if we machine 100 parts and only 95 are good, our first pass yield is 95%).
Throughput Time: In the lean world, people will use this term to mean different things, but
generally it is somehow related to lead-time, or the time it takes to move products or services
through the organization’s processes.
Team Research:
Rubric: 2.1
What are the key concepts and important points about: Value Streams
LS,03 – pp. 3-6 What is value stream mapping, flows and product families,
LT,03 - Chapter 2 -4, Glossary p. 348 (Flow)
LT,96 - Chapter 2 -4, Glossary p. 306 (Flow)
Team Research:
Rubric: 2.3.5
What are the key concepts and important points about: Innovations In Product Design and
Product Market Service
LT,03,p 54 2nd-3rd paragraphs
LT,96 p 54 2nd-3rd paragraphs
GK,97 pp 37-40 Quality: more than just a result
Team Research:
Rubric: 2.3.8 & 2.3.9
What are the key concepts and important points about: Suppliers
LT,03, p 144-5 Improving Suppliers
LT,96 p 144-5
LT,03,p 266-7
LT,96 p 266-7 Convincing your suppliers and customers to take the steps just described
Rubric: 2.2 & 2.3 applied to all business and support functions
What are the key concepts and important points about: Alignment and Systematic
Business and Process Design
As a group state what are the support functions for an enterprise.
Provide specific examples of the following tools in a support application.

Poke yoke Pull system
JIT SMED
Jidoka Visual Systems
Standardized work Lean metrics
Individual Study Guide:

Rubric: 2.1, 2.2, 2.3
What are the key concepts and important points about:

JIT
Waste
Cellular & Continuous Flow
Lean Tools for Continuous Improvement
Individual Study:
A hand out will be distributed to each student and you will be given one hour to answer the
questions on the document.
Team Review:
At the end of the hour - one half hour will then be given to the team to review as a group any
questions that you had. As a team create a list of the questions that you had issues with.
The Plan: Day 2
8:00am Additional Check Activity & Handout Review from Section 2 (60m)
9:00am Section 4.0 – Business Results (60m) – (Team Research)
10:00 am Break
10:30am Formula Review (30m) – (Worksheet and review questions)
11:30am Lunch
12:30pm Practice Exam 2 (75m) (Practice Exam and Review)
1:45pm Test taking strategies (:15m)
2:00pm Break
2:15pm Portfolio Development (30m)
2:45pm Wrap up and review (:15m)
3:00pm AME/SME program feedback forms & Conclude program (15m)
Additional Check Activity
Gemba Kaizen
Book Concepts
A common sense principle for

determining the root cause of a problem
is:
Another word for

Autonomation is…
True or False? Pull production is a

basic requirement of a JIT production
system?
_______ ______refers to the best

combination of man, machine and
material.
This tool aims at maximizing

equipment effectiveness over the
entire life of the equipment.
Lean Thinking
Book Concepts
The layout of machines into a tight

sequence, typically in a U-shape is
called a ______?
The opposite of batch and queue is

________?
The first S in 5S refers to _________

activity.
The Japanese word for “sign” or

“signal” is also the name for a key tool
of CI known as ____________.
Heijunka means to level production by

__________ and __________.
Moving materials between

departments in the value stream is an
example of the waste of ___________.
Lean production systems are

characterized by _______ production,
preferably with the signal beginning
with the ultimate customer.
Value Stream lead-time is comprised

of cycle time and __________ time.
Value is defined by the _________.

Takt time is defined as work day
divided by ______ ______ _____.

_____ ______ sets the rate of
production to equal the rate of
customer demand.
This tool is used to understand all the

activities, both VA and NVA for a
product as it moves through the
process.

Making everything simple, clear and
easy to understand at a glance in a
work cell is an example of the concept
of ________ __________.

SMED means _________ __________
_________ __ ______ and relates to
the waste associated with ____-__.
A map of the path a product takes as it

travels through the value stream is
known as a __________ diagram.
Lean Production Simplified

Book Concepts
4M’s refers to ____, _____,______,

and ______.
When an item moves directly from one

VA step to the next, it is referred to as
___________ _____.
“Go and See” refers to going where?
Another term for Hoshin Planning is

__________ ___________.
PDCA refers to ___, ____, ___, ____.
The term Poka-yoke refers to

________________.
The constraining step in a process is

sometimes referred to as the
___________.
True or False
Cycle time is typically less than Value

Added Time.
Lean seeks to create a population of

problem identifiers and a handful of
problem solvers.

Long set-ups increase flexibility.

A shadow board is not an acceptable
5S tool.
It is not critical for management to be

involved in CI.

Pull systems are a way to connect and
synchronize the pieces of the value
stream.

Value is defined by management.

Lean encourages teamwork and group
problem solving.

Autonomation is also sometimes
referred to as “automation with a
human touch”.

Operators should not be involved in
developing standardized work.

In a push system, the upstream
process does not produce until the
downstream operation has signaled
them.

A goal of lean is be able to be good
enough to produce every product,
every day.

Set-up and Changeovers are NVA.

An operator balance chart is
associated with the CI tool called
Heijunka.

Lean is considered to be a scientific
method.

Drawing a picture is not considered to
be a sound CI method.

Lean companies want to increase the
number of monument processes.

A key concept for lean thinkers is
never to pass a defect downstream.

A production kanban is the same as a
withdrawal kanban.
Handout Review: continued from

Section 2
Review correct answers. Each group/table to discuss their

results.
Group report out on issues, comments, observations.
4. Business Results (15%)

Minor focus of the Bronze Exam in a broad sense.
Critical to understand these metrics as underlying drivers of lean
in general, though!
Some general questions are likely to be asked about these
outcomes.
However, there are several specific, related terms and formulas
that the candidate should be familiar with and capable of using.
Team Research:
Rubric: 4.3.1
What are the key concepts and important points about: Quality Results
GK,97 pp. 11, 45, 51, 88-100, 113
GK,97 p. 115
LS,03 or LS,99 p. 91
Team Research:
Rubric: 4.3.3
What are the key concepts and important points about: Cost and Productivity Results
LP,07 pp.14, 23, 51, 59, 98- 106
or LP,02 pp.14, 23, 49, 57, 92-99
LS,99 or LS,03 pp. 21, 42-44
LT,96, pp. 27, 46, 58, 60 3rd Paragraph, 69, 114, page 310 (target cost)
or LT,03 pp 27, 46, 58, 60 3rd paragraph, 69, 114 , 352 (target cost)
GK,97 pp. 11, 44 - 49, 100 – 101, 114-118, 148 – 149,
Team Research:
Rubric: 4.3
What are the key concepts and important points about: Delivery and Customer Service
Improvement
GK 96 - pp. 11, 48 – 49
LT 03 Glossary p. 349
LT 96 Glossary p. 307
Team Research:
Rubric: 4.3
What are the key concepts and important points about: Customer Satisfaction
LT 03, pg 19 middle paragraph, Customer Satisfaction
LT 96, pg 19 middle paragraph, Customer Satisfaction
LT 03, pg 25-26 Perfection
LT 96, pg 25-26 Perfection
LT 03, pg 31-32 Challenging Traditional Definitions of Value
LT 96, pg 31-32 Challenging Traditional Definitions of Value
LP 07, pg 19-20 Customer Focus
LP 02, pg 19-20 Customer Focus
GK, 1997, pg 121 Defining Challenges
Discussion:
This section focuses on the candidate’s ability to understand and measure how quality,
cost and time affects customer satisfaction and business results such as profitability
Customer Satisfaction
Surveys and feedback from customers
Customer retention
Profitability Measurements
Lean focus on cost reduction and customer value delivered are means to
improved profitability
Cash flow
Product line margins
Cost reductions
Increases in operating income
Growth without corresponding increases in employees, overhead, space,
inventories, etc.
Formulas and Examples

Key formulas
Takt time
Pitch
Operators required
Production capacity
Lead time
Parts per man hour - Kosu
Takt Time: Equation

(LS pp. 44, LP 02 pp. 51, LP 07, pp. 53)
Takt time = available work time per shift

divided by customer demand per shift
Takt time = available working time/customer
demand
Takt = effective daily operating time/required
quantity per day
Takt Time: Example
A customer is buying 24,000 pieces per

month, the supplier works 2 shifts per day,
20 days in month, with 8 hour shifts with 2
fifteen minute breaks.
What is the takt time?
Takt Time: Example

Pieces per day = 24000 pcs/20 days
Pieces per day = 1200 pcs/day
Pieces per shift = 1200/2
Pieces per shift = 600
Mins available per shift = (8 hrs X 60 min) – (15 X 2
min)
Mins available per shift = 450 minutes
Secs available per shift = 450 min X 60 sec
= 27000secs
Takt Time: Example

Takt time = available working time/customer
demand
Takt time = 27000 sec per shift/600 pcs
Takt time = 45 seconds, this is the target rate
for production.
Pitch: Equation & Example (LS pp. 51)

Pitch = Takt time X pack out quantity
Pack quantity = 50 pieces
Pitch = 45 sec X 50 pcs = 2250 secs
2250 secs/60 secs = 37.5 min
In other words every 37.5 minutes you give the
pacemaker process instructions to produce a
container and you take away one container
Operators Required: Equation and

Example (LP 02 pp. 59, LP 07 pp. 61 )
Operators required = total cycle time/takt
time
Operators required = 135 sec/45 secs
Operators required = 3
Operators Required: Equation and

Example (LP 02 pp. 59, LP 07 p. 61 )
If remainder on operator calculation;
if less than 0.3 do not add operator. Further reduce
waste and incidental work
if between 0.3 and 0.5 Do not add extra operator
yet. Evaluate after 2 weeks of operation and kaizen
and see if enough waste and incidental work can be
removed
if great than 0.5 add an extra operator if necessary
and keep reducing waste to eventually eliminate
need for that operator
Capacity: Equation (LP 07 p. 55, LP 02 pp. 53)

Capacity
= operational time per shift / (process time + (setup
time/interval))
Capacity: Example
2 shifts
8 hours per shift
Two 15 minute breaks and an unpaid lunch per shift
Process time = 20 seconds per part
Time to replace tool is 60 seconds every 1500 parts
Capacity: Example
Operational time = 2 shifts/day X (8 hours
per shift-0.5 hours break) X 3600 sec/hour =
54000 sec
Capacity
= operational time per shift/(process time + (setup
time/interval))
= 54,000secs/ (20 secs per part + (60 secs/1500parts))
= 54,000secs/ (20 secs per part + .04 sec per part)
= 2694.61parts
Lead Time: Example
Calculate the combined lead time for the

WIP components using the following data:
Demand = 1900 per month
WIP component 1 = 600 pieces
WIP component 2 = 250 pieces
Average days per month =20
Lead Time: Example
Demand (1900) / days per month (20)

= 95 pieces per day
600 / 95 = 6.32 days
250 / 95 = 2.63 days
= 8.95 days production lead time
Parts per hour: Equation

(GK p. 131)
Parts per hour = Units produced/total

number of worker hours
Parts per hour: Example
If 10 people work 9 hours and produce 200

units what are the parts produced per
worker hour?
Parts per hour = 200/(10 x 9)
= 2.22 parts per worker
hour
Overall Equipment Effectiveness

(OEE) (LP 02 p. 37, LP 07 p. 40)
Overall equipment effectiveness = Availability x
Performance Efficiency x Quality rate
Availability =(Net Available Time- down time)/Net
Available Time
Performance Efficiency = (Total Parts Run x Ideal Cycle
Time)/Operating Time
Quality Rate = (Total Parts Run – Total Defects)/Total
Parts Run
The average company has an OEE of 50% or less
Overall Equipment Effectiveness

(OEE)
Example: If a machine is available 75% of

the time, has 95% performance efficiency
and a 95% quality rate, what is it’s OEE?
Answer: OEE = Availability x Performance
Efficiency x Quality Rate
OEE = .75 x .95 x .95 = .68 or 68%
Process Cycle Efficiency
Value Added Time / Total Lead-time

Example: The lead-time for a product
is 54 hours. The value-added time for
the same product is 2.7 hours. What
is the Process Cycle Efficiency?
Process Cycle Efficiency
Answer: Value Added Time/Total Lead-time
2.7/54 = 0.05 or 5%
Utilization
Arrival Rate/Effective Production Rate, where

Effective Production Rate = how many can be
completed per period
Example:
6 fittings arrive at a drill press every hour.
It takes 5 minutes to drill each fitting.
What is the Utilization of the drill press?

Utilization
Answer: Arrival Rate/Effective Production Rate
Arrival Rate = 6 per hour
Effective Production Rate =

60 min/5 min per part = 12 can be done per hour
Utilization = 6/12 or 50%
Additional Practice with Formulas
30 minutes
Practice Exam 2 - 60 minutes

50 questions to complete in 60 minutes
Answer questions on your own, no talking
Open book/notes, calculators ok
When entire class is done, correct answers will be
provided by Instructor
Then ask yourself these questions and be prepared to
share feedback with entire group
Were you prepared for the questions asked?
What could have prepared you better?
What strategies did you use when faced with a question you
didn’t know or were not sure about?
Test Taking Strategy

How to take an open book exam
What to expect
What are resources?
What can I have with me?
What can’t I have with me?
What should I have with me?
What are some tips to doing well

‘Sticky note’ books where mastery of a specific topic is
less certain
Others………..

Make sure you answer the questions you know correctly.
With four answers to choose from, guessing provides a 25%
probability of selecting the correct answer. The exam is a straight
scoring exam. If you do not answer a question it is marked as
incorrect. Take your best guess if you are unsure.
The rubric number is shown in the exam booklet and on the bottom of
the screen.
In multiple choice questions some of the answers can be immediately
eliminated thus increasing the chances of guessing correctly.
There is not enough time to look up all the answers. There may be
only enough time to look up 10-15% of the answers.
Be careful what keys you hit on the computerized version of the
exam… You can come back to ‘marked’ questions to review on
computerized test.

Choose the best answer from the list of possible answers.
One common test taking strategy is to answer all the

questions you know and skip the one’s you don’t know.
When you skip a question however, make sure you mark it
and return to it later.

If you skip a question on a paper test, make sure the answer to the
following question goes into the correct bubble.
For example, if you skip number 28, don’t put the answer to number 29
into number 28 bubble. Some people will fill in a temporary answer to
number 28 just to keep this from happening.
The rubric is listed as headers on the paper version of the exam
and they are listed near the bottom of each question on the online
version.
Marking questions to come back to on the computer
Clicking anywhere on the text of the distractor WILL select that
option. This was set up to make it easier for test takers to select
an answer.
Bronze Portfolio Preparation

Criteria:
80 hours of broad based education, training and
personal development in lean related areas
5 tactical projects in a PDCA format
1 Page Reflection on your journey and portfolio
Can not submit until you have successfully
passed the Bronze Exam
What does it involve?
How to construct portfolio
Tips for successfully completing portfolio
Bronze Project Key Points

Use first person (I)
Be concise
How did you use tools and methods?
Metrics—precise, link to the problem/goal
Level and trend are well stated, and there is a trend
Variety of projects
Completed projects
What did you ACTUALLY do?
Have someone proofread your portfolio—no typos, good grammar
No charts, graphs or pictures
Show humility—lean is about lifelong learning
Variety of training and personal development activities
BRONZE (TACTICAL) PORTFOLIO REFLECTION FORM

SAMPLE POOR REFLECTION
1. What are your lessons learned through completing the lean certification portfolio process?
Frankly, I believe the documentation of the portfolio is a waste. In the world of continuous improvement, things
are always changing. If I put documentation down on paper, it’s immediately outdated, and requires rework to
bring it up to date. Rework is a waste, so why create something that needs to be reworked in the first place?
2. What has been the greatest challenge in your lean journey and how did you address it?
My boss and company management are my greatest challenges. They are not supportive of the ideas I bring
forward. When I implement some of them anyways in order to illustrate that my ideas will work and improve
efficiencies, they always want things set back to the old way. I confronted my boss about this, and he told me
that though my ideas were good for my work area, the impact they had on other areas was creating problems
and proceeded to go on about how the unauthorized changes I made caused a week–long bottleneck in
welding. We’ve basically come to an impasse, because lean is about figuring out how to remove waste in my
job and make my job easier, and he’s preventing me from doing that.
3. What changes could you make in your lean implementation process that could make you more
effective?
First, I think I need to do a better job outlining the change plans before I bring others into the process. It seems
that when I bring a straw man forward, everyone has something to add, adjust or completely change with it. I
think that if I brought a more comprehensive work plan to the team involved, that we could get started on
improvements much faster, and we’d see more
immediate results. Creating a more comprehensive work plan early on might also help me with getting my
ideas through management more effectively.
BRONZE (TACTICAL) PORTFOLIO REFLECTION FORM

SAMPLE POOR REFLECTION
4. What is your three to five year personal lean developmental /continuous improvement plan?
I would like to get more lean training. I’d like to go to a few conferences.
5. What do you see as the greatest challenges to achieving your plan and how do you plan to
overcome them?
I see management as my greatest challenge. They’ll have to budget training for me. And I’ll have to work on
my work plans to get more of my ideas to become accepted. Once I can get management to see that I am
right and they are wrong, I think it’ll be much easier for me to get the lean training I want.
Wrap Up
What went well? What can be improved?

Questions?
For those taking the exam, are there any
questions about where, when, etc.
Complete course evaluations and turn in before you
leave.
Good Luck with your exam and in

attaining your Bronze Certification!

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Lean Bronze Certification Review Rev.

Lean Bronze Certification Review

© SME Lean Certification Bronze Review V2.0 06012009 1

About the Partners

Who are the Lean Certification

© SME Lean Certification Bronze Review V2.0 06012009 2

© SME Lean Certification Bronze Review V2.0 06012009 3

© SME Lean Certification Bronze Review V2.0 06012009 5

The Shingo Prize

© SME Lean Certification Bronze Review V2.0 06012009 7

The Shingo Transformational

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II. The Shingo Prize Model

2 Day Lean Bronze Review

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Upon completion of this workshop, participants will be able to:

Ultimately, upon completion students should be ready to take

© SME Lean Certification Bronze Review V2.0 06012009 11

Note: Assumes participants have read material

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Why become certified?

Official definitions of levels

How do they differ

What is the process for going through the

© SME Lean Certification Bronze Review V2.0 06012009 15

The Certification Process

The Road to Gold begins with Bronze!

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Exam Development Process

Body of Knowledge Outline and

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Lean Certification and Item Review

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Lean Certification Item Review &

ITEM WRITER Name: Xyz

PREMISE (question, stem or story problem):

SOLUTION (if computation is required):

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Second Half of Item Writing Form:

Rubric: 1.1.5 World Class Quality Exam LB X LS

Cognitive Type K A J Difficulty L M H

Passing Point 90% who will pass? File name 1.1.4.2(a).doc

For Item Review Team:

Rubric: 1.1.4.2 defining val Exam LB X LS

Cognitive Type K A J Difficulty L M H

Angoff Pass Pt. .4

Format for covering Body of

Team and individual activities to review key

Take practice exams

Mark book with sticky tabs (optional)

Process will be timed

Looking for answers

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1. Cultural Enablers (15%) &

Bronze Report Out Form

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GK 97, Glossary XXIV Gemba, p. 25 Go to Gemba First, 24 Golden rules of Gemba

Rubric: 1.2.1, 1.2.4, 1.3.5, 1.3.6

LT 03 - Chapter 2 – 5, Glossary p. 348 (Flow)

© SME Lean Certification Bronze Review V2.0 06012009 31

Rubric: 1.1, 1.2.7, 1.3

_ refers to the best