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Lean Manufacturing > Intro & Flow > Flashcards

Intro & Flow Flashcards

1
Q

What is Lean Manufacturing?

A

The endless pursuit of eliminating waste

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2
Q

What is waste?

A

Anything that adds cost, but not value, to a product(process)

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3
Q

What is “Lean”?

A

Elimination of non-valued added activities(waste)

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4
Q

Lean improves

A

the “flow” by eliminating waste

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5
Q

Six Sigma improves

A

the process by reducing variation

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6
Q

Combining Six Sigma and Lean results in

A

Smooth and Steady “Flow”

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7
Q

What are the two main pillars of “Lean”?

A

Continuous Improvement(kaizen) and Respect for People

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8
Q

Lean Environment Core Values (5)

A
  1. Job Security
  2. Problems are good
  3. Floor-Level Involvement
  4. Value-Add
  5. Accountability
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9
Q

Is Value defined by the customer?

A

Yes

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10
Q

To become a Lean Organization, an organization will likely have to go through three stages

A
  1. Lean Manufacturing
  2. Lean Enterprise
  3. Lean Network or Lean Supply Chain
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11
Q

Wastes (8)
Down Time

A
  1. Inventory
  2. Overprocessing
  3. Motion
  4. Defects
  5. Overproduction
  6. Waiting
  7. Underutilization of human talent
  8. Transport
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12
Q

Define Overproduction

A

producing more work than required or producing work prior to it being required

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13
Q

Examples of Overproduction

A
  1. Producing more parts needed just in case machine breakdowns
  2. Producing more products than customers ordered just in case there might be defects or delays
  3. Must produce large batches due to long setup time
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14
Q

Define waiting

A

waiting for materials, inspection, instructions

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15
Q

Examples of waiting

A
  1. Excessive inspections
  2. Dependency of others to complete tasks
  3. Delays in receiving process instructions
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16
Q

waiting results from

A
  1. poor operator/machine coordination
  2. Long changeover (setup time)
  3. Unreliable processes (quality issues)
  4. Batch completion ( not single-piece)
  5. time required to perform rework/corrections
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17
Q

Define motion

A

any movement of people, materials, and/or machines that does not add value to the product

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18
Q

Examples of Motion

A
  1. Searching for appropriate tools for operations
  2. repeatedly dropping off and picking up in-process materials
  3. Hand carrying materials to another process
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19
Q

define transport

A

any excessive or unnecessary movement of materials or work-in-process that does not add value to the product

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20
Q

Examples of transport

A
  1. delivering unneeded materials
  2. storage and retrieval of work-in-process
  3. remote internal or external suppliers
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21
Q

define overprocessing

A

putting more work or effort into the product than is valued by customers

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22
Q

examples of overprocessing

A
  1. painting of unseen areas
  2. unnecessary tight tolerances
  3. cleaning and polishing beyond the level required
  4. producing report that nobody reads
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23
Q

define inventory

A

any unnecessary storage or accumulation of raw materials or supplies, work-in-progress, or finished goods

24
Q

examples of inventory

A
  1. raw materials or work-in-progress awaiting processes at shop floor
  2. work awaiting inspection or rework
  3. obsolete materials or defective parts
25
Q

define defects

A

refers to all processing required creating a defect or mistake and the additional work required to correct it

26
Q

examples of defects

A
  1. Production lots not conforming to customer requirements
  2. Additional production shift to make up quantities lost from defects
  3. Implementation of total inspection on all units produced
27
Q

define underutilization of human talents

A

a result of not placing people where they can (and will) use their knowledge, skills, and abilities to the fullest

28
Q

examples of underutilization of human talents

A
  1. work loads not evenly balanced due to lack of cross-training
  2. high absenteeism and turnover
  3. incomplete job skill assessment prior to hiring
29
Q

Lean Building Blocks (6)

A
  1. Batch Reduction
  2. Cellular Layout
  3. Pull/Kanban
  4. 5S System
  5. Visual Control
  6. Standardized Work
30
Q

5S System (5 steps)

A
  1. Sort- sort through, then sort out what is not needed
  2. Set in order- organize everything remains
  3. Shine- clean everything
  4. Standardize- make it obvious where things belong, using lines, labels, signs, shadow boxes
  5. Sustain- create rules, guidelines, cleaning charts, action lists, etc.
31
Q

Standardized Work

A

the most efficient work flow considering quality, quantity, cost - current best pratice

32
Q

Standardized Work consists of three elements

A
  1. Takt time
  2. Standard in-process inventory
  3. Standard work sequence
33
Q

Takt time

A

matches the time to produce a part to the pace of sales and is the basis for allocating work among workers

34
Q

Standard in-process inventory

A

the minimum number of parts, including units in machines, required to keep a cell or process moving

35
Q

Standard work sequence

A

the order in which a worker performs tasks at various processes

36
Q

Pull/Kanban System

A

A simple, flexible method of controlling and balancing the flow of resources

37
Q

Pull/Kanban System consists of (5)

A
  1. Production based on actual consumption
  2. small lots
  3. low inventories
  4. management by sight
  5. better communication
38
Q

Cellular layout

A

linking machines and operators flexibly together into work cells to minimize waste and maximize productivity

39
Q

value stream map

A

a products production path from beginning to end with a visual representation of every process including material and information flow

40
Q

Continuous improvement

A

the process of incrementally and continually decreasing the waste in the production and adding value

41
Q

What is flow?

A

the continuous movement of material through the manufacturing processes and on to the customer

42
Q

Flow process also has positive impact in two areas

A
  1. Cash flow
  2. Inventory
43
Q

Flow impacts (6)

A
  1. lower inventory
  2. better quality
  3. less floor space
  4. better communications
  5. quicker response to problems
  6. faster throughput
44
Q

Pull systems

A

not to make a part until the next operation needs it

45
Q

one-piece flow

A

each operation in the process is working on the next part for the following operation. parts do not collect between operations

46
Q

cellular operations

A

operations are tied together in work cells. (u-shaped cell, counter-clockwise one-piece flow).

47
Q

Product orientation

A

a cell reflects the processes required to created the product

48
Q

balanced operation

A

time for operations must be balanced to facilitate the one piece flow

49
Q

The creation of flow

A
  1. Determine the takt time
  2. Review the assets
  3. balance the operations
  4. determine the cell shape
  5. layout the cell
50
Q

kanban card

A

contains info in “part number”, “using location”, “producing location”, “production quantity”, and “container quantity”

51
Q

Quality Feedback

A

is a system in a lean environment ensuring that every worker has a clear idea of the production process and his or her role in it

52
Q

internal customer

A

the next line operator in the plant/office who process a product/ service

53
Q

external customer

A

receives the goods/services after they are completed

54
Q

jidoka

A

refers to a machine’s ability to make judgements like that of a human

55
Q

jidoka is used to

A

identify and stop problems from getting out of the process (eliminating waste).
example: check engine light

56
Q

The Five-Minute Rule

A

a communication process used to ensure that the appropriate levels of an organization are informed about quality concerns in a timely manner

57
Q

Failure Mode & Effect Analysis

A
  1. Determining failure
  2. Assessing severity
  3. assigning probability number
  4. assigning detection number
  5. calculating risk priority number

Lean Manufacturing (1 decks)

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