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Lean Manufacturing > FINAL > Flashcards

FINAL Flashcards

1
Q

Organization Wastes

A 
Unnecessary motion
Transport
Process
Unnecessary Inventory
Defects
Waiting
Over production
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2
Q

What is lean manufacturing?

A

philosophy of more product with less resources that results in increased customer satisfaction, more profits and increased opportunity and stability of employee population.

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3
Q

What is SIPOC

A

a lean manufacturing tool represents the interaction with the supplier and their inputs, the process flow and the outputs to the client.

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4
Q

Who delivers inputs to the process

A

Supplier, it can be a client

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5
Q

How do you transform inputs into outputs

A

Process

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6
Q

Types of client

A

External or internal

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7
Q

Control Plan

A

tool that generates the strategies for the monitoring and corrective action application to the process after completing the FMEA.

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8
Q

What to do when control plan is finished

A

it needs to be communicated to the users

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9
Q

Tips for staying Lean

A

-Lean as a philosofy rather than tools.
-Apply Lean across the whole organization.
-Improve on processes not departments.
-Dont copy lean from other organizations.
Provide resources in people and training not only lean coaches.
-Link what gives value to people, customer and organization.

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10
Q

Common errors on Conventional management style

A
  • Make your numbers
  • Go as fast as you can, make as much as you can
  • Make big batches and move them through the system
  • Do as you are told
  • If there is a problem, you are fired
  • The shop is for operators
  • Just do
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11
Q

Tools for Lean

A
  • Single minute exchange of dies (SMED)
  • Jidoka (automation)
  • Continuous flow
  • Total productive maintenance
  • 5 S system
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12
Q

TPS Goal

A

highest quality, lowest cost, shortest lead time by continually eliminating MUDA

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13
Q

What does involvement means

A

flexible motivated team members continually seeking a better way

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14
Q

JIT tools

A 
Production flow
Heijunka
Takt time
Pull system
Kanban
Visual order
Robust process
Involvement
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15
Q

Jidoka Tools

A 
Poka-yoke
Visual order
Problem solving
Abnormality control
Separate human and machine work
Involvement
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16
Q

Tools for stability

A

5 S, TPM, jidoka

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17
Q

Tools for standarization

A

standardized work, Kanban, A3 thinking

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18
Q

TPS tools

A

Hoshin planning, takt time, heijunka (production leveling)

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19
Q

What is an FMEA

A

Tool that allows us to identify failures in the design, the process of manufacturing and the product, to do an objective evaluation of the effects, causes and detection elements to avoid occurrence and have a preventive method.

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20
Q

Scale of the FMEA for failure effect

A 
1 - Minor
2,3 - Low
4,5,6, - Medium
7,8 - HIGH
9,10 -Very HIGH
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21
Q

Scale of FMEA on Failure ocurrence

A

1,2,3 - Minor
,4,5,6 - Medium
7,8 - High
9,10 - Very High

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22
Q

Scale of FMEA for controls

A 
1,2 - Very High
3,4 - High
5,6 - Moderate
7,8,9 - Low
10 -Very Low
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23
Q

RPN (RISK PRIORITY NUMBER )

A

Multiply the severity number * occurrence number *

Detection factor

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24
Q

RPN higher than 100

A

preventive actions must take place

to avoid the failures from occurring.

25
Q

Find causes of failure

A

Go to the root of the cause of the problem.

26
Q

Types of actions to take

A

Corrective and preventive.

27
Q

What does it meand a decrease in RPN number after corrective actions

A

Action is efficient

28
Q

Kaizen

A

Kai :change zen:good

“continuous improvement”

29
Q

Kaizen´s philosophy

A

for continuous improvement, to set a precise goal or improvement and then PDCA cycle

30
Q

We can improve each element of the organization. T or F

A

True

31
Q

Kaizen methodology implement

A 
1- Select a topic
2-Work team
3-Data collection and analysis
4.-Gembutsu Gemba (verify the data collected).
5-Countermeasures plan
6-Monitoring and evaluation of results
7-Standardization and expansion.
32
Q

What is the heart of Lean production.

A

Team involvement

33
Q

Best involvement Activity

A

Kaizen circle.

34
Q

What can be a Kanban

A

Visual tool to achieve JIT production. (Color codes, Traffic lights, street lines, name tags)

35
Q

Types of Kanban

A

Producton and Withdrawal.

36
Q

Production Kanban

A

the kind and quantity of product that the upstream process (supplier must produce).

37
Q

Withdrawal Kanban

A

the kind and quantity of product the downstream process may withdraw

38
Q

Kanban Rules

A
  • Never ship defective units
  • The customer withdraws only what is needed
  • Produce only the quantity withdrawn by the customer.
  • Level production
  • Stabilize and strengthen the process
39
Q

Kanban formula to determine the quantity of parts required

A

Necessary quantity of parts = demand quantity per day * (order interval + production lead time) + safety inventory (in case of a possible part shortage).

40
Q

What is an order interval

A

the time interval between one ordering time and the next.

41
Q

Kanban formula to determine Number of withdrawals

A

Number of withdrawal kanban = withdrawal interval + production lead time x hourly necessary units of parts /capacity of one box, bin.

42
Q

Pros of Kanban

A

By using Kanban the team can make the following visible: status of a given repair request, workload per team member and open capacity.

43
Q

Where does Kanban Applies

A

applies to any process including design, engineering, research and development, Project management and legal

44
Q

Standarized Work input

A

(PMMM) People
Machines
Material
method

45
Q

Standarized Work output

A 
Productivity
Quality
Cost
Delivery time
Safety and environment
Morale
 (CMDPQS)
46
Q

Formula labor density

A

Labor density = work (demand)/motion

47
Q

Pros of Standarized Work

A

Eliminate Sources of inestability

48
Q

Prerequisites for standarized work

A
  • Quality problems with incoming parts
  • Problems with tools and machines
  • Parts shortages
  • Safety problems (poor ergonomic layout, slip, trip and falling hazards)
49
Q

Maximize utilization of machines or people

A
  • Move from machine to machine to make items as they are required.
  • Load machines and transfer parts easily.
  • Easily adjust work cycles in response to demand changes.
50
Q

Takt Time formula

A

daily operating time / required quantity

51
Q

What is cycle time

A

time it takes to do the process

52
Q

synchronize takt time and cycle time to the greatest extent possible. T or F

A

True

53
Q

Standardized work is a process whose goal is kaizen. T or F

A

True

54
Q

Elements of Standarized Work

A 
Work Sequence
Proper Posture
Operatos Correct moves
Tools Holding
Safety
In process stock
55
Q

What is in process stock

A

the minimum number of unfinished work pieces required for the operator to complete the process.

56
Q

Formula for Capacity

A

Operational time per shift / (process time + setup time/interval)

57
Q

Value stream map

A

a graphic representation of the production elements, information, to know and document the current and future condition of a process.

58
Q

Steps for Value stream map

A

1- Draw Client symbol
2-Production process sends material requirement to supplier.
3- draw sequence of operations with times for them.
4- connect production planning process to production operation to show production program.
5- integrate value stream and evaluate the value added time and non value added time.

59
Q

Value stream map elements

A
  • 7 flows in an operation
  • People
  • Product
  • Information
  • Parts
  • Equipment
  • Raw material
  • Engineering flow (procedures and policies)

Lean Manufacturing (3 decks)

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