Broad Spectrum Basics - S*** You should have in your hip pocket.

Question 1

What is Lean?

Answer 1

Lean manufacturing or lean production is a systematic method for the minimization of waste within a manufacturing system without sacrificing productivity, which can cause problems.

Question 2

Lean also takes into account?

Answer 2

Lean also takes into account waste created through overburden (無理 muri) and unevenness in work loads (斑 mura).

Question 3

What is value?

Answer 3

Working from the perspective of the client who consumes a product or service, “value” is any action or process that a customer would be willing to pay for.

Question 4

Types of Waste?

Answer 4

TIMWOOD: DOWNTIME:

Transportation

Inventory

Materials

Waiting

Over-production

Over-processing

DOWNTIME:

Defects

Over-processing

Waiting

Not embracing change (waste of intellect)

Transportation

Inventory

Motion

Excess Processing

Question 5

Define the Six Sigma principles. (8)

Answer 5

(RDMAICSI)

Recognize

Define

Measure

Analyze

Improve

Control

Standardize

Integrate

Question 6

Define Lean Enterprise. Lean enterprise is a practice focused on value creation for the end customer with minimal wast and processes.

Answer 6

Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.

Question 7

Lean enterprise has historically been associated ___ and ___.

Answer 7

The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.

Question 8

What are the five principles from lean manufacturing for lean enterprise?

Answer 8

There are five principles, originating from lean manufacturing, outlined by James Womack and Daniel Jones[1][2]

Value, Value Stream, Flow, Pull, Perfection

Value: Understand clearly what value the customer wants for the product or service.

Value Stream: The entire flow of a product’s or service’s life cycle. In other words, from raw materials, production of the product or service, customer delivery, customer use, and final disposal.

Flow: Keep the value stream moving. If it’s not moving, it’s creating waste and less value for the customer.

Pull: Do not make anything until the customer orders it.

Perfection: Systematically and continuously remove root causes of poor quality from production processes.

Question 9

What are the 8 varieties of waste (Muda) compared to the original 7 wastes from Toyota

Answer 9

DOWNTIME vs TIMWOOD

Defects

Overproduction

Waiting

Non-Utilized Talent

Transportation

Inventory

Motion

Extra-Processing

Transportation

Inventory

Motion

Waiting

Overproduction

Over-processing

Defects

The 8th waste of non-utilized talent was not recognized until post-Americanization of the Toyota Production System.

Question 10

Lean Startup principles (6)

Answer 10

The lean startup principles, developed in 2008 from lean manufacturing, also now contribute to our understanding of lean enterprise:

Eliminate wasteful practices

Increase value producing practices

Customer feedback during product development

Build what customers want

KPIs

Continuous deployment process

Question 11

Who developed the assembly line?

Answer 11

Henry Ford

Question 12

Who developed mass production?

Answer 12

Alfred Sloan of General Motors

Question 13

Sloan’s development of mass production allowed ___ and ___.

Answer 13

scale and variety

Question 14

Who developed Just in Time Manufacturing?

Answer 14

Kichiro Toyoda and Taichi Ohno

Question 15

Who developed Kaizen?

Answer 15

Eiji Toyoda

Question 16

Who developed the management techniques known as Six Sigma

Answer 16

Motorola, as lean enterprise moved away from machine technology to electronic technology.

Question 17

Six Sigma was built off mass production and focused on on minimizing ___.

Answer 17

variability

Question 18

Applying Six Sigma principles led to reduced cycle time, reduced pollution, reduced costs, increased customer satisfaction, and increased profits.

Question 19

Six Sigma is a set of techniques and tools for ___.

Answer 19

Six Sigma (6σ) is a set of techniques and tools for process improvement.

Question 20

Six Sigma was introduced by ___ at ___ in ___

Answer 20

It was introduced by American engineer Bill Smith while working at Motorola in 1986.[1][2]

Question 21

___ made Six Sigma central to his buisness in 1995

Answer 21

Jack Welch made it central to his business strategy at General Electric in 1995.

Question 22

What is the production rate of Six Sigma?

Answer 22

A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects.

Question 23

Sigma Yields

Answer 23

1 - 31%

2 - 69%

3 - 93.3%

4 - 99.38%

5 - 99.977%

6 - 99.99966%

Answer 24

A process is a unique combination of tools, materials, methods, and people engaged in producing a measurable output; for example a manufacturing line for machine parts. All processes have inherent statistical variability which can be evaluated by statistical methods.

Answer 25

5S is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾). These have been translated as “Sort”, “Set In order”, “Shine”, “Standardize” and “Sustain”.[1] The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.

In some quarters, 5S has become 6S, the sixth element being safety(Safe).[2]

Answer 26

Six Sigma projects follow two project methodologies inspired by Deming’s Plan–Do–Study–Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[7]

DMAIC (“duh-may-ick”, /də.ˈmeɪ.ɪk/) is used for projects aimed at improving an existing business process.[7]

DMADV (“duh-mad-vee”, /də.ˈmæd.vi/) is used for projects aimed at creating new product or process designs.[7]

Answer 27

The DMAIC project methodology has five phases:

Define the system, the voice of the customer and their requirements, and the project goals, specifically.

Measure key aspects of the current process and collect relevant data; calculate the ‘as-is’ Process Capability.

Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.

Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability.

Control the future state process to ensure that any deviations from the target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process. This process is repeated until the desired quality level is obtained.

Some organizations add a Recognize step at the beginning, which is to recognize the right problem to work on, thus yielding an RDMAIC methodology.[10]

Answer 28

DMADV or DFSS[edit]

The five steps of DMADV

Main article: DFSS

The DMADV project methodology, known as DFSS (“Design For Six Sigma”),[7] features five phases:

Define design goals that are consistent with customer demands and the enterprise strategy.

Measure and identify CTQs (characteristics that are Critical To Quality), measure product capabilities, production process capability, and measure risks.

Analyze to develop and design alternatives

Design an improved alternative, best suited per analysis in the previous step

Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

Question 29

https://en.wikipedia.org/wiki/Six_Sigma

Answer 30

Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question “Why?”. Each answer forms the basis of the next question. The “five” in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.

Answer 31

Analysis of variance (ANOVA) is a collection of statistical models and their associated estimation procedures (such as the “variation” among and between groups) used to analyze the differences among group means in a sample. ANOVA was developed by the statistician Ronald Fisher. The ANOVA is based on the law of total variance, where the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form, ANOVA provides a statistical test of whether two or more population means are equal, and therefore generalizes the t-test beyond two means.

Answer 32

Statistical and fitting tools

Analysis of variance

General linear model

ANOVA Gauge R&R

Regression analysis

Correlation

Scatter diagram

Chi-squared test

Axiomatic design

Business Process Mapping/Check sheet

Cause & effects diagram (also known as fishbone or Ishikawa diagram)

Control chart/Control plan (also known as a swimlane map)/Run charts

Cost–benefit analysis

CTQ tree

Design of experiments/Stratification

Histograms/Pareto analysis/Pareto chart

Pick chart/Process capability/Rolled throughput yield

Quality Function Deployment (QFD)

Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems

Root cause analysis

SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)

COPIS analysis (Customer centric version/perspective of SIPOC)

Taguchi methods/Taguchi Loss Function

Value stream mapping

Answer 33

Six Sigma identifies several key roles for its successful implementation.[11]

Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements by transcending departmental barriers and overcoming inherent resistance to change.[12]

Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts.

Master Black Belts, identified by Champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist Champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments.

Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They also devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution and special leadership with special tasks, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.

Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.

Question 34

The reason there is Waste (Muda) is because of ___ and ___.

Answer 34

Overburden (Muri) and Uneveneness (Mura)

Question 35

The 8 distinctive types of Muda lead to ___ times and longer ___ times in a process.

Answer 35

waiting

lead

Question 36

3M enemies of Lean

Answer 36

Muda (waste)

Muri (overburden)

Mura (unevenness)

Question 37

Muda is the direct obstacle of ___.

Answer 37

Flow