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Green Belt Certification > Introduction to Lean Principles > Flashcards

Introduction to Lean Principles Flashcards

1
Q

What is lean? Discuss its importance, benefits and objectives.

A
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2
Q

What are Lean tools, methodologies, and levels of deployment?

A
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3
Q

Identify the roles and responsibilities of the Lean Implementation team.

A
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4
Q

Discuss how these roles can be integrated into an organization.

A
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5
Q

What are the key ingredients for business survival and business success?

A
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6
Q

In what way, every is a ______.

A

Customer

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7
Q

What is a key to success for a business/organization?

A
  1. Responsiveness, 2. Customer Focused, 3. Differentiation, and 4. Continual Improvement
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8
Q

What is responsiveness?

A

Understanding what a customer wants.

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9
Q

What is differentiation?

A

How a company compares itself with its products and services to another computer

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10
Q

What is continual improvement?

A

Organizations are not successful over time without continual improvement, because stagnation does not bode well. This allows long-term success for a business.

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11
Q

What is 6 sigma?

A

This stems from the fundamental idea that process variation is “waste”. It is a form of statistical process improvement. This are process focused.

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12
Q

What is is the goal of lean?

A

Focus on process flow, it views any activity that does not value as waste. Relentless waste reduction. It views any activity that does not add value as waste. This uses visuals such as process mapping, flow chart, and

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13
Q

What do Value Stream maps used for?

A

capture and specify the activites, information, timing, and events that occur in the value stream.

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14
Q

What is the philosophy of LEAN?

A

It views activity that does not add value = waste

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15
Q

What does 6 sigma use?

A

statistics to understand variation.

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16
Q

What does Lean use?

A

visuals, such as process mapping. flow charting, and value stream mapping to understand the process flow.

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17
Q

What sets a strong foundation for the successful implementation of lean?

A

Accurate project selection

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18
Q

What must the team identify for LEAN?

A

Improvement projects that align with the organizations strategic improvement initiatives. The selected projects must be based on those metrics that shape the organizations business strategy.

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19
Q

Who worked with Toyota to improve its automotive manufacturing operations for consider the first to implement Inventory and Work-In-Process.

A

Taiichi Ohno

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20
Q

Who wrote the book “Lean Thinking” and “The Machine That Changed The World”?

A

James P. Womack and Daniel T. Jones

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21
Q

What is the first principle of LEAN?

A

1) Define Customer Value: Value is specified from the perspective of the end customer.

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22
Q

What is the second principle of LEAN?

A

2) Map the Value Stream: Is the key to identifying waste in the process and eliminating (Those streams that do not create value).

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23
Q

What is the third principle of LEAN?

A

3) Enable flow: When value creating steps occur in tight sequence, the product will flow smoothly through the process.

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24
Q

What are the principles of lean?

A
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25
Q

What is the 4th Principle of Lean?

A

4) Develop pull - when continuous flow is not possible in the stream, customers pull value from the next upflow stream activity.

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26
Q

What is the 5 principle of LEAN?

A
  1. Continuous Improvement - As value is specified, values streams are identified, non-value items are removed, and flow and pull are introduced. Once this process is completed, then this goes again, and the improvement process is repeated until the steps continue with no waste.
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27
Q

Define Customer Value means

A

To be successful, an organization must not only give the customer what it needs, but also when they need it, in the correct quantity, at the correct quality. It can be delivered by reducing waste, improved quality, reducing lead time, and reducing costs.

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28
Q

What is the value stream mapping?

A

The sequence of process steps that create value. That is, all the activates and events that happen to get the product/service to the customer. To get an accurate view of the process stream, the organization views the steps. A lean organization looks at is process from the perspective of material flow from supplier to customer, and information flow from customer to supplier. This flow of materials and information supports,

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29
Q

What the steps for mapping the value stream?

A

1) create a current state value stream map, which defines the value stream in its current state to see how the current process works together 2) from there it creates a future state value stream map, to identify waste ,and improvement activities that will lead to an ideal future state.

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30
Q
A
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31
Q

What does a Value Stream Map provide?

A

Allows teams to see the entire process flow of materials and information, and this in turn, allows the team to identify process communications and linkages. Teams can use this to calculate the value added time and compare it to the total cycle time.

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32
Q

Operation specifics are described in terms of what?

A

cycle time (C/T), Changeover (C/O), Yield, and Uptime.

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33
Q

What is the amount of time a product spends from start to finish, including waiting between operations is totaled and communicated as __________.

A

Total Cycle Time

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34
Q

What is Total Cycle Time compared to?

A

The total time actually spent adding value to the product. The difference of these numbers combined with the customer demand, forms the basis for the improvement and development of the future state map, which makes lean good.

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35
Q

What does Kaizen mean?

A

Japanese word meaning “improvement” or “change for the better”.

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36
Q

What is a Kaizen Event?

A

A short duration, highly focused improvement activity in which a dedicated cross functional team designs and implements improvements to a defined work area or process.

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37
Q

What are Kaizen events designed to do?

A

Provide rapid results, over a short duration, and focuses on “business crucial” issues.

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38
Q

What are examples of Kaizen events?

A

A product quality issue or an excessive lead time.

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39
Q

What are typical Targets of Kaizen Events?

A

1) Cycle Time Reduction
2) Excessive changeover Time
3) Quality Defects
4) Excessive scrap
5) Cleanliness and Organization
6) Excessive Inventory
7) Process Flow Improvements

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40
Q

What is a term that describes on how each functional organization is optimized to run at peak performance against their PKI’s without taking their other organizations needs or performance metrics into consideration , this is referred to as ________________.

A

Sub-optimization

41
Q

What does LEAN focus on?

A

Meeting customer, quality, cost, and delivery goals.

42
Q

What LEAN concepts focus on responsiveness?

A

1) Just In Time (JIT) and 2) Continuous flow

43
Q

Is JIT and Continuous flow based on inventory levels?

A

No, its based on workforce flexibility.

44
Q

What is Enable Flow?

A

Teams begin by eliminating sources of waste to improve yield and reduce variation, you can use six sigma tools such as documentation of standard work procedures, an application of Poka Yoke process. The team then implements visual instructions and controls to ensure the improvements are maintained. Changeover reduction and total productive maintenance activities are performed to increase resource availability and reduce equipment overloads and downtime. The goal is to design processes that produce stable and predictable output capable of producing within the determined cycle time.

45
Q

When can continuous flow occur?

A

1) When each process can keep up with customer demand and 2) the production is defect free.

46
Q

When can continuous flow be improved?

A

1) by optimizing the physical location of operations when possible 2) and by removing non-value adding steps. 3) When organizing and improving with 5S

47
Q

What is Standard Work?

A

Its one of the eight Lean Tools, standardized work practices deal with specific details of producing a product or service. They document optimized operations and improvements, and ensure these are carried out consistently.

48
Q

What is the goal of Standard Work?

A

Effective use of people, materials, methods and machines. It describes how a part or service is processed and may be known as “work instructions”. This includes equipment and associate actions including safety, motion, and ergonomic studies.

49
Q

What are the benefits of Standard Work?

A

Quality product and satisfied customers, motivated associates and a safe environment and increased productivity.

50
Q

What does Poka-Yoke Mean?

A

Its a Japanese term for an error proofing procedure or device used to prevent a defect from occurring during production of a product, or delivery of a service.

51
Q

What are some examples of Poke-Yoke?

A

1) Guide pins of difference sizes and shaping variations such as USB. 2) Error detection and alarms including automated shutdown when operations are out of control and producing defects, 3) limit switches, 4) counters, 5) check lists

52
Q

Is inspection as a separate operation or step, value-added?

A

no

53
Q

What is Quality at the Source (Build in quality)?

A

Refers to inspections or checks and balances performed during part of an operation while the product or service is being produced, and not at a separate operation.

54
Q

What is required for “Quality at the Source”?

A

Depends on clearly defined customer requirements, specifications from distinguishing good and bad products, and guides for meeting these requirements.

55
Q

What is key to “Quality at the Source”?

A

Poke-Yote

56
Q

What is 5S methodology?

A

Guides organizations to create and maintain an organized, safe, and clean work environment as a foundation for achieving lean.

57
Q

What is the first step of 5S methodology?

A

Basic housekeeping

58
Q

What are the 5 steps (phases) of 5s?

A

1) Sort (seiri) -which focuses on keeping only what is required 2) Store / set-in-place (Seiton) - which focuses on arranging and identifying items for ease of use 3) Shine (seiso) which focuses on regular cleaning 4) Standardize (seiketsu) - which focuses on eliminating causes, reducing variations, and making standards obvious 5) Sustain (shitsuke) which ensures that everyone understands and sticks to the 5S methods put into place.

59
Q

What does 5S pave the way for?

A

Improvement

60
Q

What is meant by the LEAN term “Ideal Flow”?

A

A continuous one-piece flow of parts/information/or service, which is delivered uninterrupted to the next operation or customer.

61
Q

What is the benefit of Ideal Flow?

A

minimal inventory or shortened wait times for performing a process or delivering a service.

62
Q

What is Lean’s focus on?

A

Providing (1) what is needed, (2) when its needed.

63
Q

How does Continuous or One Piece flow supports lean by focusing on what two things?

A

1) On a cellular environment - where everything needed to produce a part or service is available 2) The guidelines that nothing proceeds to the next process until complete and correct.

64
Q

What are the results of continuous or one-piece flow

A

fewer errors, improved quality, and higher efficiency

65
Q

What is a non-ideal part of batching?

A

It may be more efficient for an operation to produce a batch, however inventory may build and delivery to the customer may slow, because parts or information waiting for the batch can not add further value until the whole batch is completed.

66
Q

What occurs when machines or operations of a group are achieved to achieve an optimal process flow, this is called a _____________.

A

Cellular Configuration

67
Q

What are the goals of cellular configuration?

A

1) Lead time reduction 2) operating cost reduction 3) increased labor flexibility 4) increase labor utilization

68
Q

What three things result in reduction of Changeover/Setup times?

A

1) Setup Reduction, 2) Quick Change, and 3) S.M.E.D.

69
Q

What is the definition of Setup/Changeover Time?

A

The time elapsed from the unloading or completion of the last good part of one run, to the production of the first good part of the next run.

70
Q

What are the benefits of Setup reduction, Quick Change, and S.M.E.D.?

A

1) Reduced inventory generated from overproduction and related cashflow improvement. Reduced costs, smaller lot sizes, shorter lead times 2) Elimination of waste from non-value added activities 3) Improved facility capacity, improved flexibility / responsiveness, and improved quality

71
Q

What is the goal of Total Productive Maintenance (TPM)?

A

Team and shop floor associates work to maximize the effectiveness of manufacturing equipment with the goal of preventing breakdowns and defects.

72
Q

What are the four components of Total PRoductive Maintenance (TPM)?

A

1) Preventative Maintenance 2) Corrective Maintenance 3) Maintenance Prevention 4) Breakdown Maintenance.

73
Q

What is the definition of Preventative Maintenance?

A

Focuses on proactive maintenance to prevent breakdowns.

74
Q

What is the definition of Corrective maintenance?

A

Which focuses on equipment improvements or modifications to prevent breakdowns and make maintenance easier.

75
Q

What is the definition of Maintenance Prevention?

A

Which focuses on minimizing required maintenance based on equipment design or installation.

76
Q

What is the definition of Breakdown Maintenance?

A

Which focuses on repairing breakdowns.

77
Q

What are the forms of Eight Wastes?

A

1) Transportation, 2) Inventory, 3) Motion, 4) Waiting, 5) Over-production, 6) Over-Processing, 7) Defects, and 8) Skills

78
Q

What are the benefits of eliminating wastes?

A

1) Reduces costs and 2) increases flexibility

79
Q

What is the goal of visual management?

A

It incorporates visual controls and process layouts to make it easy for anyone in the production area to easily spot an abnormal or unusual situation.

80
Q

What are visual controls used for?

A

1) How to do a job including standard agreed upon best practices 2) where things are stored, 3) how to use a tool or device 4) required inventory levels 5) performance status 6) when help is needed 6) potential hazards.

81
Q

What is the goal of visual controls?

A

help mistake-proof or error-proof an operation

82
Q

Is continuous flow always achievable throughout the entire value stream?

A

No, continuous flow can be obstructed when one of the processes in the value stream takes much longer or is more unpredictable than the others.

83
Q

What is the goal of pull systems?

A

These are systems that produce products, services, or items based on actual customer requests, orders, or consumption.

84
Q

What are the benefits of pull-systems?

A

They provide an accurate indication of the type and quantity of product needed by down-stream processes.

85
Q

Do pull-systems predict the product/service demand?

A

No, they indicate the exact demand that exists.

86
Q

What is a pull-system?

A

A system of communicating production and delivery instructions from down-stream processes to upstream processes.

87
Q

When is a product or service is moved downstream by the upstream supplier?

A

Once the downstream customer signals a need (asks for it).

88
Q

What are the advantages of implementing a pull-stream in manufacturing?

A

1) Reduces inventory - without parts shortages 2) Decreases use of floor space
3) Decreases lead time
4) Improves quality

89
Q

How are Pull-Systems Characterized?

A

The Right item, in the right quality, at the right location and the right time.

90
Q

What does uneven demand do to a company?

A

It creates an extra burden on people, machines, and processes.

91
Q

How do companies typically react to uneven demand?

A

1) Holding extra inventory
2) Releasing large batches of work
3) Expediting orders

92
Q

What is the goal of production leveling?

A

To execute each process step at a constant and predictable rate. This includes regularly releasing small amounts of work and evenly distributing the production of different products over time.

93
Q

What are the advantages of smoothing demand?

A

It allows for organizations to meet customer demand efficiently, reduces batch processing, lowers inventory, reduces cost and lead time, improves quality, and increases flexibility.

94
Q

How is the LEAN principle “continuously improved” achieved?

A

Each LEAN value-stream is continuously revisited to identify more road blocks for removal. The goal is zero waste and the minimum amount of time to provide quality product to the customer.

95
Q

The Lean concept of Just in Time (JIT and Continuous Flow focus on…

A

Responsiveness

96
Q

What type of activities are the customers willing to pay for?

A

Value-added

97
Q

Why would an organization want to implement Lean?

A

1) Improved CUstomer Service
2) Improved Quality
3) Reduced Waste
4) Improved Lead Times
5) Improved Stock Turns
6) Improved Productivity
7) Innovation
8) Responsiveness to customer needs

98
Q
A

Green Belt Certification (5 decks)

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