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SCMG Lean 337 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Overall aim of lean production

A

Eliminate waste & add value

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2
Q

Visibility

A

Easy-to-see schedules, instructions, goals, and inventories

Assist in controlling production and spotting waste

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3
Q

Cycle timing

A

Regularity, repetitiveness, recurrent cycles, standardization
Assists planning and scheduling

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4
Q

Agility

A

Ability to readily switch between different products. Enables inexpensive changeovers

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5
Q

Variation reduction

A

Reduce process variation and schedule variation

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6
Q

Measurement and data based thinking

A

Collect data, identify problems, set goals, find and implement solutions, evaluate, repeat

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7
Q

Standardize

A

Determine best way, then set standards and enforce conformance to standards

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8
Q

TQM

A

Total quality management

Improvement through achieving or exceeding customer wants and needs

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9
Q

TQM process

A
  • Quality of design: customer involvement and benchmarking
  • Quality of conformance: supplier relationships and employee involvement
  • Quality of performance: product or service and follow up and customer support
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10
Q

Six Sigma

A

A systematic methodology to reduce process variation all based on data

  • goal is to improve quality and reduce waste through reducing variation
  • project oriented and relies on experts
  • define, measure, analyze, improve, control
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11
Q

Why does six sigma not equal lean production

A
  • lean production is continuous and centered on workers while six Sigma is project oriented and relies on experts
  • without six Sigma you can eliminate waste but can’t produce products customers want
  • without lean you know what customers want but you can’t produce competitively
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12
Q

Demings 14 points (first 7)

A

1 create consistency of purpose
2 adopt the new philosophy
3 build quality into the product stop depending on inspection
4 build long-term relationships based on performance not price
5 continuously improve product quality and service
6 start training and retraining
7 emphasize leadership

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13
Q

Constraints for Toyota

A

Shortage of capital, shortage of markets, shortage of workers

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14
Q

Process improvement cycle (PDCA)

A
  • Plan: collect data and define the problem (use 5 Why analysis), state goal, develop solution, prepare plan
  • Do: implement plan
  • Check: monitor and measure results, compare to goals
  • Act: take appropriate action, either keep plan and expand it, revise the plan, or dump the plan and try something else
  • RETURN TO PLAN*
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15
Q

Value analysis

A

Make sure all work is value added or necessary

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16
Q

Magnificent Seven (basic problem solving tools)

A
  • cause and effect diagram
  • check sheet
  • histogram
  • scatter diagram
  • flow chart
  • Pareto diagram
  • control chart
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17
Q

Cause and effect diagram

A
  • purpose is to identify and categorize causes for a pre-defined effect
  • brainstorming is important
  • stimulates active search and motivates data collection
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18
Q

Check sheet

A

Unique and customized for each situation

-easy to interpret

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19
Q

Histogram

A

Shows distribution or frequency

  • breaks defects into categories and counts them to see where attention is needed the most
  • sometimes reveals a pattern
20
Q

Scatter diagram

A

Shows relationship between two variables

-can draw a best fit line to understand patterns

21
Q

Flow chart

A

Important to document all the steps in order to see if there are any unnecessary steps or muda

22
Q

Pareto diagram

A

Separate the “vital few” from the “trivial many”

- three axis graph that rank orders defects

23
Q

Control chart

A

Shows limits as determined by statistical formulas and processes variation
-run diagram also assesses patterns in variation

24
Q

Data collection and analysis

A

Before saying or doing anything, collect the data to get the real facts
-do not rely on hunches, perceptions, or preconceptions

25
Q

Waste

A

Anything beyond the min amount of resources absolutely necessary to add value to a product/service

26
Q

Value-added

A

Anything that directly adds to the value of a product/service from the perspective of the customer

27
Q

Non-value added

A

Waste and should be eliminated

28
Q

Necessary non-value added

A

Non-value added but necessary and hard to eliminate

29
Q

Toyota’s seven wastes (+1)

A

-overproduction
-waiting time
-transportation
-processing
-inventory
-motion (non-work)
-defects
+1 -non utilized human talents

30
Q

Worst waste

A

Overproduction because it leads to other wastes (ie inventory)
-counter measure: JIT (just in time)

31
Q

The waste of processing can be improved by

A

Creating a flow chart that will help you see value-added activities, implement “Gemba” and recognize where creation occurs

32
Q

What waste is the root of all evil in lean production?

A

Inventory: costs money to keep and hides defects, takes up space
-must eliminate reasons for inventories such as produce only what is required/demanded, produce in small batches, follow standard work, eliminate breakdowns

33
Q

Examples of necessary but non-value added activities

A
  • planning
  • scheduling
  • purchasing
  • quality inspection
  • change over
  • transportation
34
Q

Kaizen Events

A

A team effort dedicated to implementing lean tools and practices in a targeted area
-completely unique

35
Q

Purpose of Kaizen Event

A
  • understand and evaluate the current situation
  • identity areas of opportunity
  • modify the existing process
  • implement new standard work
  • give a final prez to senior management
36
Q

PDCA and Kaizen

A
  • Plan: select a team leader, a team, define the scope, set dates, set objectives, notify management, and provide info to team membs
  • Do: conduct event with a kick off and providing training of new procedures
  • Check: take pics, manage daily improvements, document, quantify results
  • Act: sustain, revisit, or redo
37
Q

VSM (value stream mapping)

A

Determinen the flow of physical items through process maps with data added
-this is the one where he stresses the use of post-it’s

38
Q

VSM Steps

A

1) define customer value and the process (Val added/waste)
2) create the “current state” VSM by gathering data
3) determine opportunities for improvement
4) create a “future state” map
5) create action plans to move towards future state

39
Q

5S

A

1) sort: deciding what’s needed and what’s not
2) straighten: having a place for everything, logical or functional schema
3) scrub/shine: cleaning, identifying abnormal or potentially problematic situations
4) standardize: having an underlying system of principles for maintaining the first three S’s
5) sustain: taking responsibility for maintaining the workplace
…
6) safety: added by some companies

Process of continuous improvement as is moves through these 5 steps

40
Q

Benefits of 5S

A
  • eliminates need to search for items
  • reduces probability of errors
  • increases productivity
  • improves quality
  • ensures shorter response time
  • improves moral
  • improves appearance and professional image of workplace
41
Q

Small Lot Production’s benefits

A
  • shorter lead time
  • smaller WIP
  • fewer defects
  • greater scheduling flexibility

BUT involves more handling and set up so to realize these benefits one must reduce time/cost of them

42
Q

Benchmarking

A

Researching competitors me products, processes, and performance in order to create a set standard to understand the competitors’ best practices
-best used by Xerox in developing cost-effective design for printer

43
Q

Concurrent Engineering

A

Idea of a multifunctional team that is able to design and develop a product for manufacture, as the goal is to make a product as least costly as possible

  • Motorola did this by putting engineers on the factory floor to identify problems fast and solve them for the future
  • Xerox got all functions of the business (even supplies) involved
  • Hewlett-Packard has all teams work cross functionally
44
Q

Employee involvement

A

Companies getting employees involved not only in the direct product but in there fellow workers as well

  • Allen Bradley helps employee form relationships with one another to understand why they should act as efficiently as possible
  • Motorola taught ee’s to fully understand what they were building to gain full picture as well
45
Q

Supplier involvement

A

Shifts a company’s view of the supplier into more of a partner

  • Motorola shared manufacturing expertise with suppliers and provided training to cut JIT deliveries
  • Allen Bradley have their suppliers opportunity to see the assembly process to understand the importance of JIT deliveries
  • Xerox helped their suppliers develop the quality and lower the cost of their products and focused on key suppliers in order to reduce # from 5000–>300

SCMG Lean 337 (2 decks)

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