Chapter 6 Flashcards
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_________ means to produce in the amounts needed, when needed, and where needed using a single unit flow.
Just-in-time
Built-in quality
Process improvement
Stable environment
Just-in-time.
Just-in-time (JIT) is a production methodology aimed at reducing flow times and response times within production systems by receiving goods only as they are needed in the production process. This method ensures products are produced in the amounts needed, when they are needed, and where they are needed, using a single-unit flow system.
Which of the following is the idea behind genchi genbutsu?
Work should be designed by engineers.
Improvement of work can only come from management.
Work can be designed by those who are not fully familiar with the process.
Workers should be the ones observing and improving a process.
Workers should be the ones observing and improving a process.
Genchi Genbutsu is a Japanese term meaning “go and see for yourself.” It is a key principle in lean manufacturing and the Toyota Production System, emphasizing that in order to truly understand a process or issue, one must go to the actual place where work is being done, observe it directly, and gather firsthand information. This approach empowers workers who are closest to the process to identify improvements.
Which of the following statements about wasting time of a flow unit is TRUE?
By reducing the waiting time of a flow unit, the time it takes to turn inputs into output is decreased.
The process flow diagram shows how much time a flow unit spends at each step in the process.
The value-added time of a flow unit is equal to its takt time.
Holding everything constant, an increase in flow time improves the extent to which an operation is considered lean.
By reducing the waiting time of a flow unit, the time it takes to turn inputs into output is decreased.
Reducing waiting time directly impacts the overall flow time (or lead time), which is the total time it takes for a flow unit to be transformed from inputs to outputs. By minimizing waiting times, you make the process more efficient, thus shortening the total time to complete a unit and improving overall productivity.
The other statements are incorrect for the following reasons:
The process flow diagram does not typically show time spent at each step; it focuses on the sequence of tasks.
The value-added time is the actual time spent on tasks that add value to the product, which is not the same as takt time (the rate at which products need to be completed to meet demand).
Increasing flow time worsens the operation’s efficiency, making it less lean, not more.
Which of the following statements about ikko-nagashi is TRUE?
It is about optimizing transfer batch size with a given process layout.
It is the same as a kanban system.
It is about flowing one unit at a time from one resource to the next.
It is about organizing work flow by function or equipment.
It is about flowing one unit at a time from one resource to the next.
Ikko-nagashi refers to the practice of moving one unit at a time through the production process, also known as single-piece flow. This approach aims to minimize waiting times and inventory between production steps, increasing efficiency and responsiveness by having a continuous flow of work.
The other statements are incorrect:
It is not about optimizing transfer batch size or process layout.
It is not the same as a kanban system, which focuses more on inventory management and signaling production needs.
It is not about organizing workflow by function or equipment, which would be more characteristic of batch production systems.
Which of the following process changes is NOT needed to implement ikko-nagashi?
Implementing a push system
Operating based on takt time
Leveling demand
Transferring units piece by piece
Implementing a push system.
To implement ikko-nagashi (single-piece flow), a pull system is typically needed, where production is driven by actual demand and units are pulled through the system as needed. A push system, where production is based on forecasts rather than real demand, is contrary to the principles of single-piece flow.
The other changes—operating based on takt time, leveling demand, and transferring units piece by piece—are necessary to support ikko-nagashi. Takt time ensures production pace matches customer demand, leveling demand helps maintain a steady workflow, and transferring units one by one is at the core of the single-piece flow concept.
The Toyota Production System is often depicted as a house. The two pillars of the TPS are _________ and _________.
waste reduction, just-in-time flow
process improvement, just-in-time flow
waste reduction, built-in quality
built-in quality, just-in-time flow
built-in quality, just-in-time flow.
In the Toyota Production System (TPS), the two pillars are:
Just-in-time (JIT) flow, which focuses on producing only what is needed, when it is needed, and in the amount needed.
Built-in quality (also known as Jidoka), which ensures that quality is maintained throughout the production process by stopping to fix problems as soon as they are detected, rather than allowing defects to move further down the line.
These two principles support the overall goal of eliminating waste and creating a lean, efficient production system.
Which of the following is NOT one of the seven sources of waste?
Inventory
Overproduction
Processing
Movement
Processing.
The seven sources of waste, according to lean manufacturing and the Toyota Production System, are:
Inventory – Excess inventory that is not needed immediately.
Overproduction – Producing more than is required or sooner than needed.
Motion (or Movement) – Unnecessary movements by people or machines.
Defects – Producing faulty products that require rework or scrap.
Waiting – Idle time when work cannot proceed.
Transportation – Unnecessary movement of materials or products.
Overprocessing – Doing more work or using more resources than necessary.
“Processing” alone is not considered a waste, but overprocessing is.
Which of the following terms is interchangeable with “lean”?
Value adding
Toyota Production System
Green
No waiting
Toyota Production System.
Lean is often used interchangeably with the Toyota Production System (TPS) because TPS is the origin of many of the principles and practices that define lean manufacturing. Lean focuses on creating more value with fewer resources by reducing waste and improving efficiency, which are core elements of TPS.
The other terms—value adding, green, and no waiting—are related to specific aspects of efficiency or sustainability but are not interchangeable with “lean.”
Which of the following is a means to counter overproduction?
Keep resources busy.
Keep moving things around.
Produce expected demand.
Produce at the actual rate of demand.
Produce at the actual rate of demand.
To counter overproduction, which is one of the key wastes in lean manufacturing, production should align with actual customer demand. Producing more than what is needed leads to excess inventory, wasted resources, and inefficiencies. By producing at the actual rate of demand, you avoid creating unnecessary products and improve the overall efficiency of the process.
Which of the following is a way to implement a pull system?
Make to stock
Make to order
Make to capacity
Make to inventory
Make to order.
In a pull system, production is driven by actual customer orders rather than forecasts. Make to order ensures that products are only made when there is a demand, aligning production with real-time customer needs and minimizing overproduction. This approach reduces waste and inventory levels.
The other options, such as make to stock, make to capacity, and make to inventory, are associated with push systems, where production is based on forecasts or producing to fill capacity, often leading to excess inventory.
What term refers to fool-proofing an operation to avoid the recurrence of defects?
Poka-yoke
Autonomation
Heijunka
Andon
Poka-yoke.
Poka-yoke is a Japanese term that means “mistake-proofing” or “fool-proofing.” It refers to mechanisms or techniques that help operators avoid mistakes in their work processes, ensuring that defects do not recur. The goal of poka-yoke is to prevent errors before they happen, thereby enhancing product quality and operational efficiency.
The other terms are defined as follows:
Autonomation (or Jidoka) refers to automation with a human touch, where machines are designed to detect abnormalities and stop to prevent defects.
Heijunka is a production leveling technique that aims to minimize fluctuations in production schedules.
Andon refers to a visual management system used to indicate the status of a process or to signal a need for assistance.
What is the relationship between the number of kanban cards in a process and the inventory level?
There is no more inventory in the process than was authorized via kanban cards.
The inventory of the process grows with the square root of the number of kanban cards.
The inventory of the process is reduced by adding more kanban cards.
There is no relationship between kanban cards and inventory levels.
There is no more inventory in the process than was authorized via kanban cards.
In a kanban system, each kanban card represents a specific quantity of inventory that is authorized to be produced or moved. The number of kanban cards directly regulates the inventory level in the process; thus, inventory levels are maintained in accordance with the number of cards. If the number of kanban cards increases, the authorized inventory level also increases, and vice versa.
The other statements are incorrect because:
Inventory does not grow with the square root of the number of kanban cards; instead, it is controlled directly by them.
Adding more kanban cards would typically increase inventory levels, not reduce them.
There is a clear relationship between kanban cards and inventory levels.
Which of the following is an example of waste of worker intellect?
Walking from one part of the building to the other
Discounting process improvement suggestions from workers
Working overtime
Taking lunch breaks
Discounting process improvement suggestions from workers.
The waste of worker intellect occurs when organizations fail to leverage the knowledge, skills, and insights of their employees. When process improvement suggestions from workers are disregarded, it represents a loss of valuable input that could enhance efficiency, quality, or productivity.
The other options, while they may relate to waste in different contexts, do not specifically pertain to the waste of worker intellect:
Walking from one part of the building to the other can be considered waste of motion.
Working overtime can indicate inefficiencies or overburdening but does not specifically highlight intellect waste.
Taking lunch breaks is a necessary part of maintaining worker well-being and productivity and is not considered waste.
Which of the following statements about the Toyota Production System is TRUE?
An Andon cord that is rarely pulled is a good indicator of success of TPS implementation.
Implementing TPS amounts to selecting the right lean tools to use.
TPS is only relevant for manufacturing operations.
All dimensions of TPS need to be adopted by an organization to get the full benefits of lean.
All dimensions of TPS need to be adopted by an organization to get the full benefits of lean.
The Toyota Production System (TPS) is a holistic approach that encompasses various principles, practices, and tools aimed at waste reduction, quality improvement, and efficient production. To fully realize the benefits of lean, an organization must adopt all dimensions of TPS, including just-in-time production, built-in quality, and continuous improvement.
The other statements are incorrect because:
An Andon cord that is rarely pulled suggests that problems may not be addressed promptly, which is not a good indicator of TPS success.
Implementing TPS is not just about selecting the right lean tools; it involves adopting a comprehensive culture of continuous improvement and respect for people.
TPS principles can be applied beyond manufacturing operations, making it relevant for various sectors, including services and healthcare.
The benefits of a smooth single-unit flow include all of the following EXCEPT _________.
reduced worker turnover
less inventory
shorter flow times
faster feedback
reduced worker turnover.
While smooth single-unit flow offers benefits like less inventory, shorter flow times, and faster feedback, reduced worker turnover is not a direct benefit of implementing single-unit flow. Worker turnover can be influenced by various factors, including job satisfaction, work environment, and management practices, but it is not inherently linked to the implementation of a single-unit flow system.
The other benefits mentioned are directly related to the efficiencies gained through smooth single-unit flow processes in lean manufacturing.
