Exam 1 Flashcards
Overall aim of lean production
Eliminate waste & add value
Visibility
Easy-to-see schedules, instructions, goals, and inventories
Assist in controlling production and spotting waste
Cycle timing
Regularity, repetitiveness, recurrent cycles, standardization
Assists planning and scheduling
Agility
Ability to readily switch between different products. Enables inexpensive changeovers
Variation reduction
Reduce process variation and schedule variation
Measurement and data based thinking
Collect data, identify problems, set goals, find and implement solutions, evaluate, repeat
Standardize
Determine best way, then set standards and enforce conformance to standards
TQM
Total quality management
Improvement through achieving or exceeding customer wants and needs
TQM process
- 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
Six Sigma
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
Why does six sigma not equal lean production
- 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
Demings 14 points (first 7)
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
Constraints for Toyota
Shortage of capital, shortage of markets, shortage of workers
Process improvement cycle (PDCA)
- 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*
Value analysis
Make sure all work is value added or necessary
Magnificent Seven (basic problem solving tools)
- cause and effect diagram
- check sheet
- histogram
- scatter diagram
- flow chart
- Pareto diagram
- control chart
Cause and effect diagram
- purpose is to identify and categorize causes for a pre-defined effect
- brainstorming is important
- stimulates active search and motivates data collection
Check sheet
Unique and customized for each situation
-easy to interpret
Histogram
Shows distribution or frequency
- breaks defects into categories and counts them to see where attention is needed the most
- sometimes reveals a pattern
Scatter diagram
Shows relationship between two variables
-can draw a best fit line to understand patterns
Flow chart
Important to document all the steps in order to see if there are any unnecessary steps or muda
Pareto diagram
Separate the “vital few” from the “trivial many”
- three axis graph that rank orders defects
Control chart
Shows limits as determined by statistical formulas and processes variation
-run diagram also assesses patterns in variation
Data collection and analysis
Before saying or doing anything, collect the data to get the real facts
-do not rely on hunches, perceptions, or preconceptions
Waste
Anything beyond the min amount of resources absolutely necessary to add value to a product/service
Value-added
Anything that directly adds to the value of a product/service from the perspective of the customer
Non-value added
Waste and should be eliminated
Necessary non-value added
Non-value added but necessary and hard to eliminate
Toyota’s seven wastes (+1)
-overproduction
-waiting time
-transportation
-processing
-inventory
-motion (non-work)
-defects
+1 -non utilized human talents
Worst waste
Overproduction because it leads to other wastes (ie inventory)
-counter measure: JIT (just in time)
The waste of processing can be improved by
Creating a flow chart that will help you see value-added activities, implement “Gemba” and recognize where creation occurs
What waste is the root of all evil in lean production?
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
Examples of necessary but non-value added activities
- planning
- scheduling
- purchasing
- quality inspection
- change over
- transportation
Kaizen Events
A team effort dedicated to implementing lean tools and practices in a targeted area
-completely unique
Purpose of Kaizen Event
- 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
PDCA and Kaizen
- 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
VSM (value stream mapping)
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
VSM Steps
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
5S
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
Benefits of 5S
- 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
Small Lot Production’s benefits
- 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
Benchmarking
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
Concurrent Engineering
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
Employee involvement
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
Supplier involvement
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
