5 - Evolution Of Process Management Flashcards
When was automobile invented and by who
In 1885 by Carl Benz along with contemporaries including Gotlib Daimler, Wilhelm Maybach and Seigfried Marcus
6 Characteristics of Henry Ford’s production system
• Mass production
• Limited variety
• Mechanisation
• Increased pay ($2 to $5 each day)
• Workers afford product
• Workplace sanitation
What is Henry Ford’s conveyer system
Involves the organisation of all the elements of a manufacturing system (people, machines, tooling and products) into a continuous system
Characteristics of Toyota’s production system in the 1950s (4)
• Acknowledgement that smaller lot sizes meant increased down time and would require an emphasis to reduce set ups
• Focuses on elimination of all waste
• Scheduled preventative maintenance
• Promoted respect for people
What are the benefits of Just-in-time? (9)
• Reduced inventory
• Eliminate waste
• Simplify processes
• Quality is central
• Flow manufacturing
• Uncover problems
• Preventative maintenance
• Pull
• Layouts to minimise movement
What is the 5S process?
• Sort - Involves identifying necessary items and removing unnecessary ones
• Straighten - Locate items where they are needed and limit the amount stored
• Shine - eliminate dirt and dust. Make workplace shine
• Standardise - work to standards
• Sustain - Make 5S a strong habit. Make problems appear and solve them
Visual system related to 5S’s process (4) (linked to pokayoke and error prooofing to reduce need for rework, reduce costs (internal and external failure costs)
• Visual indicators (e.g shadow boards)
• Visual signals (e.g stop/go lights)
• Visual controls (e.g parking space lines)
• Devices that guarantee correct response e.g auto cut-off at petrol station
What are the three types of waste?
• Mura ‘lack of consistency’
• Muri ‘over-burden’
• Muda ‘waste’
What is mura ‘lack of consistency’?
Is concerned with the unevenness or irregularity in production process
What is muri ‘over-burden’?
Is concerned with the unnecessary or unreasonable requirements put on a process in poor outcomes
What is muda ‘waste’
Is concerned with activities that do not add value to the operation or the customer
What are the 8 wastes
• Defects - efforts caused by rework, scrap and incorrect information
• Overproduction
• Waiting
• Non-utilised talent - in relation to people’s talents
• Transportation - unnecessary movement
• Inventory - products not being processed
• Motion - in terms of people movement
• Extra-processing - more work or higher quality that is required by the customer
8 Characteristics of a lean system
• Focused on the customer - supplying exactly that they want and when they won’t it without waste
• continuous improvement
• Pull
• Uses JIT produces perfect parts
• Reduces space requirements
• Develops close relationships and educates suppliers
• Develops the workforce
• Reduces the number of job classes and makes jobs more challenging
What is total quality management?
Is a climate in which an organisation continuously improves its ability to deliver high-quality products and services to customers
What are the different cost categories considered in TQM? (4)
• Prevention costs
• Appraisal costs
• Internal failure costs
• External failure costs
What are prevention costs? (2)
Are the costs associated with:
- training staff and suppliers
- design and redesign of processes
What are appraisal costs? (2)
Are the costs associated with:
- Inspection and testing
- Surveying customer satisfaction
What are internal failure costs? (3)
Are the costs associated with:
- scrap
- rework
- damage to the plant and equipment
What are external failure costs? (4)
Are the costs associated with:
- Rectifying problems on site
- Handling returns
- Processing complaints
- Paying compensation
What are the two costs of non-conformance
• External failure costs
• Internal failure costs
What are the two costs of conformance?
• Appraisal costs
• Prevention costs
Elements of improvement approaches
Push and pull planning control
5 essential steps of lean
• Identify the feature that creates value
• Identify the sequence of activities called the value stream
• Makes the activities flow
• Let the customer pull product or service through the process
• Perfect the process
1st step of lean - Identifying value
Involves identifying how a specific product meet customer needs, at a specific price, at a specific time
2nd stage of lean - Identify the value stream
Identify activities that contribute to identified value
3rd stage of lean - improve flow (2)
• Is concerned with the uninterrupted movement of product or service through the system to the customer
• Aim to eliminate work in queue, batch processing and transportation
4th stage of lean - allow customer pull
Process is responsive to providing the product or service only when the customer needs it
5th stage of lean - work towards perfection
Removing waste and improving flow also improves quality therefore overall performance e increases
Lean methodology assumptions (4)
• People value the visual effect of flow
• Waste is the main restriction to profitability
• Many small improvements in rapid succession are more beneficial than analytical study
• Process interaction effect will be resolved through value stream refinement
What is the focus for the theory of constraints?
System improvement
5 steps for the theory of constraints
• Identify constraint - the amount work in queue ahead of a process
• Exploit constraint - improve the process to maximise capacity without major expensive updates or changes
• Subordinate processes - are ahead of the constraint and paced to the speed or capacity of a constraint
• Elevate constraint - further improvement with contemplation of major improvements
• Repeat cycle
Theory of constraints assumptions (3)
• Organisation places a value on the speed at which its product or service travels through the system - speed and volume main determinants of success
• Current processes are essential to produce the desired output
• The product or service design is stable
Major obstacles to lean, six sigma and theory of constraints (4)
• They address management theory as a secondary or tertiary issue
• Don’t address policies, either formal or informal
• They don’t address how managers are measured and rewarded for process improvements
• They don’t address the general theory of management used by the organisation or an organisation’s values
