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IPS > Exam Questions '18 > Flashcards

Exam Questions '18 Flashcards

1
Q

IPS - Definition

A

Classification that logically structures the methodical standards used in the production. A production system fixes HOW to produce.

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2
Q

IPS - 5 Characteristics

A
  1. Structuring the fields of activity
  2. Style guides and constitution and methods as standards
  3. Realization of a lean factory regarding the four goals: variability, quality, speed & profitability
  4. Measure CIP with appropriate figures
  5. High Joint responsibility of employees
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3
Q

Explain Gemba

A

Gemba means the place where value creating activities are carried out and aims most at the time at the shop floor. It is meant to highlight for white collar workers that they look beyond engineering offices and that process improvement starts on the shop floor.

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4
Q

5 Golden rules of Gemba

A
  1. When a problem arises go to Gemba first
  2. Check relevant objects
  3. Take temporary countermeasures on the spot
  4. Find root causes
  5. Standardize to prevent reoccurrence
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5
Q

Difference between Process Mapping and VSM

A

Process Mapping is rather used for administration processes, since it is hard to include parallel processes, which are often used within production processes. Value Stream Analyses can easily visualize parallel processes and also focus on the material flow rather than the process steps.

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6
Q

Process Mapping v VSM - 2 advantages and disadvantages (each)

A

Process mapping
+ Interfaces are easy to understand
+ Detailed presentation of single process steps
– Might have high space requirements
– No consideration of the amount of transfers
VSM
+ Detailed presentation of the material & Information flow
+ Easier visualisation of parallel processes
- Process flow might be difficult to recognise
– Loss and waste not as transparent

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7
Q

5 core elements of process orientation and their goals

A
  1. KANBAN / Pull System: eliminates waste through over-production
  2. Takt Time: Synchronizing all production steps
  3. Production Layout: Shortest distances, high space utilization
  4. Just in Time: Reduce inventories
  5. One Piece Flow: Single piece doesn’t create waiting time
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8
Q

Special Roles of OEM and 1st Tier suppliers in Supply Network

A
  • OEM is in control of the supply chain network. He needs to work as transparent as possible to avoid possible bullwhip effects on the entire SC.
  • 1st Tier Suppliers are bound by contract to deliver the right amounts to the right times to the OEM. They have to work very close and transparent with their delivery partners and the OEM to secure the deliveries.
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9
Q

Two Cooperation Strategies

A
  • Vertical Cooperation: In Upstream / Downstream Value Added Steps => 1st, 2nd, … tier suppliers
  • Horizontal Cooperation: Cooperation of two companies in a certain Value added step => Alliance
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10
Q

5 Goals of quality circles

A
  • Analysis of weak points and problems
  • Generation of proposals for improvement
  • Know how transfer
  • Problem solving and presentation techniques
  • Motivation and team spirit
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11
Q

Sustainable Manufacturing - Definition

A

Sustainable manufacturing means the development of technologies to transform Materials without producing emissions or waste/losses.

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12
Q

Sustainable Manufacturing - 3 Strategies

A
  1. Reduce Usage of less energy by developing efficient electrical motors
  2. Reuse Usage of reusable plastic containers instead of single use packaging
  3. Recycle Convert outputs into inputs => electric motor recycling
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13
Q

5 types of waste in Information management

A
  1. Overproduction More info than needed
  2. Stocks Redundancy, different versions of docs
  3. Waiting times Inefficient release processes
  4. Communication Information does not reach everyone
  5. Incorrect Docs Further inquiry needed because of lack of understanding
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14
Q

3 Parts of Lean product Development

A
  1. Toyota Product Development System
    • Use of KAIZEN mindset to involve everyone
    • Develop products better, faster & cheaper
  2. Design for Lean
    • Optimise Product Design => make product easier to manufacture & Assemble
    • Set of tool to reduce Downstream costs of products
  3. Lean Principles
    • Value centric approach and waste reduction
    • Improve resource utilisation to improve flow and enhance prod. Speed
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15
Q

6 differences between traditional and Lean Administration

A
  1. Unclear job vs well defined ork
  2. Individual accountability vs Group accountability
  3. Customer demand unrealistic vs Customer demand met constantly
  4. Few cross functional relationships vs Open info & com. Flow
  5. No conscious improvement methods vs Passion for CIP
  6. Measure not linked to strategy vs Clear understanding of company goal
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16
Q

4 Major Steps of Method for Lean Administration

A 
1.	Analysis
•	Value Stream Mapping  
•	Process Analysis
2.	Modularisation 
•	Module Definition
•	Standardisation
3.	Integration
•	Define Product Creation Process
•	Assign & Integrate Modules into process
4.	Implementation
•	Capacity Adjustments
•	Implement Process

IPS (9 decks)

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