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LEAN Flashcards

1
Q

What is DMAIC in Lean ?

A

Define Measure, Analyze, Improve Control

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2
Q

Which tools are included in DEFINE ?

A

Problem definition Project charter SIPOC

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3
Q

Tools for MEASURE

A
  1. Data collection 2. Spaghetti diagrams 3. Swimlane diagrams 4. Value stream mapping 5. Process flow mapping
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4
Q

Tools for ANALYZE

A
  1. Root cause analysis 2. 5 WHY’s 3. Pareto analysis 4. Capacity and bottleneck identification
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5
Q

Tools for IMPROVE stage in LEAN (7 in total)

A
  1. 5S 2. Layout 3. Standard work 4. Poka Yoke 5. TPM 6. Takt time & pull 7. Kaizen
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6
Q

Tools for CONTROL stage in LEAN

A
  1. Visual control 2. Audit & control plan 3. ROI
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7
Q

What are requirements for Lean Project Goals ?

A

It must be: S - specific M - measurable A - attainable R - relevant T - time bound

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8
Q

SIPOC steps

A
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9
Q

Hierarchy of Process Discovery

A
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10
Q

What are the benefits of SIPOC ?

A
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11
Q

What is Value added thing ?

A

Something, what is customer willing to pay for

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12
Q

What ar three rules of waste ?

A
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13
Q

What are 8 types of waste ?

A

D - defect (rework and errors (documents and tools) )

O- overproduction (doing unncessary work not requested)

W- waiting (waiting for the next process)

N - non engaging employee (under utilized employees)

T - transportation (transport of documents & equipment which is not necessary)

I - inventory (obsolete, excess inventory, shortage of parts)

M - motion (unnecessary movements

E - extra processing (unnecessary processing, process of getting approvals..)

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14
Q

8 types of waste

A
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15
Q

What are three additional types of waste (except main 8 ) ?

A
  1. Inappropriate systems
  2. Wasted material
  3. Wasted Utility Resources
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16
Q

What is Lead Time ?

A
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17
Q

How to measure Degree of Leanness ?

A
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18
Q

What is three point estimate ?

A
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19
Q

Typical lean improvements

A
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20
Q

What should included in all Lean metrics ?

A
  1. Strategic company goal
  2. Project goal (waste minimization)
  3. Customer requirements
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21
Q

Why to collect data for lean ?

A
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22
Q

What is Spaghetti Diagram ?

A

Spaghetti Diagram is graphical tool, used to depict the physical flow of work or material in a process.

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23
Q

What is th most common applicatio of Spaghetti Diagram ?

A

Make movement of people more efficient,

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24
Q

What is Swimlane Diagram ?

A

Cross-function mapping tool that visualizes the process flow by responsibility

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25
Q

What is RACI charting ?

A

A systematic technique for clarifying roles and responsibilities in a work activity within the process.

R - responsible (do the job. execute)

A- accountable (make the decision.take ultimate ownership)

C - consult (communicate in advanc)

I - inform (need to know, but don’t have an impact on decision)

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26
Q

What are the benefits of using RACI charts ?

A
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27
Q

What are roles of Swimlane diagrams and RACI ?

A
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28
Q

Process flow map faciliate a greater understanding of a process by identifying …..

A
  1. Bottlenecks
  2. Redundancies
  3. Key inputs and outputs
  4. Key decision points for criteria
  5. Roles and responsibilities
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29
Q

Process flow map describe …..

A
  1. Major activities/tasks
  2. Process workflow
  3. Value added and non-value added steps
  4. Process boundaries
  5. Input variables (X’s)
  6. Output variables (Y’s)
  7. Where data is (or should be) collected
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30
Q

What is relation between VSM and Swimlane Diagrams regarding to Process Flow Maps ?

A
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31
Q

In a summary, what Process Flow Maps do ?

A
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32
Q

Describe Schlumberger Investigation Process

A
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33
Q

What is SCAT ?

A

Schlumberger’s Systematic Cause Analysis Technique

Lack of Control > Root Cause > Immediate Cause > Incident > Loss

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34
Q

Describe 5 Whys process

A
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35
Q

There are two main types of action items: short term and long term. What are the main characteristics of action items ?

A
36
Q

What is the criteria to find out, if action item resolves root cause ?

A
37
Q

What is Fishbone diagram ?

A

Cause and Effect Diagram

38
Q

What are main parts of Fishbone diagram ?

A
39
Q

What is Pareto Principle ?

A
40
Q

Describe Pareto Analysis

A

Pareto analysis may use both:

  • Frequncy of occurence
  • Total cost

Most frequently ocurring may not be the most costly one

Focus first on low project costs wth high impact

41
Q

What is capacity ?

A
42
Q

How to Improve System Capacity ?

A
  1. Identify th system constraint
  2. Develop a plan to mitigae the system constraint
  3. Align every part of the system to support the constraints even if this reduces the efficiency of non-constrained resources
  4. Elevate the system constraints. If output is still inadequate, acquire more of this resource
  5. If the constraint has been broken go back to number 1
43
Q

What is Nominal time ?

A

Nominal time = Total time - Planned downtime (lunch, break to refuel, etc..)

44
Q

What is effective time ?

A

Effective time = Total Time - total downtime (planned, unplanned)

45
Q

What is bottleneck ?

A
46
Q

What 5S stands for ?

A

Sort

Set in order

Shin

Standardize

Sustain

47
Q

What are requirements for Base Lean Layout ?

A
  1. Single direction flow of truck traffic to avoid congestion and increase safey
  2. Single direction flow on the shop floor from receiving to shipping
  3. Equipment should maintain one orientation throughout all movements on the shop floor
  4. Using tool carts reduces demand and lost time waiting for cranes or forklift
  5. Wet and dry areas should be separated to minimize overspray, humidity, and contamination
48
Q

What factors drive the effectiveness of the workplace ?

A
49
Q

Critical design guidelines for layout (1 to 5)

A
  1. Single flow of truck traffic
  2. Single direction flow for equipment processing
  3. Maintain one orientation (tools)
  4. Motorized tool carts (reduce wait time for cranes, forklifts)
  5. Separate wet and dry areas (humidity)
  6. Third party inspection not to interrupt the process
50
Q

What are critical design guidelines for layout (6 to 10)

A
  • Third party inspection not to interrupt the process
  • Schedule work based on “pull” system
  • Work area of the next process should be adjacent to the previous process
  • Mechanical workstation incorporates benches, shadow boards and carts that integrate with the bench
  • Portable electrical benches
51
Q

Describe 7 steps in layout design process

A
52
Q

List advantages of Lean Layout in a summary

A
53
Q

What is takt time ?

A
54
Q

What is Volume Leveling in Tak Time ?

A

It is to reduce the variation in demand on any process

55
Q

What is Mix Leveling in Takt Time ?

A

To reduce the variation in the mix of activities to be performed by establishing a set schedule

56
Q

What choices exist for Volume Leveling Choices ?

A
  1. Level volume by buffering (kanban)
  2. Pull additional resources when required
  3. Reduce the root cause for variation
57
Q

What are Standardized Work Implementatin Process ?

A
  1. Determine product/service family groupings and takt time
  2. Observe and map the process
  3. Identify Standard Work Process
  4. Develop Stanard Work Package
  5. Implement Standard Work Practices
  6. Monitor Work Performance KPI
58
Q

What is mistake proofing ?

A

Using process and/or design features to prevent errors or their negative impact. (Poka Yoke in Japanese)

59
Q

What are benefits of Mistake Proofing ?

A
  • Inexpensive
  • Very effective
  • Based on simplicity and ingenuity
  • Ma
60
Q

Describe Levels of Mistake Proofing

A
  1. Level 1 : Defect / mistake cannot occur
  2. Level 2: Defect can occur but will not be passed on
  3. Level 3: Defect / Mistake is possible but there is a gauge (or device) to detect the problem and provide a reaction
61
Q

What kind of errors/defects are addressed by Poka Yoke (Mistake Proofing) ?

A

Defects/errors caused by human mistakes

62
Q

In summary, what is Push-Pull Kanban ?

A
  • Push is traditional batch and queue
  • Push maximizes individual process efficiencies
  • Pull is consumption based processing
  • Pull maximizes value stream effectiveness
  • Flow where you can, pull where you must and never push
63
Q

What Kanban means in Japanese ?

A

Signal

64
Q

What are benefits of Visually Controlling activities with Kanban systems ?

A
  • Allows the flow f work to be controlled
  • Standardizes spare parts inventory (kanban)
  • Extremely flexible when demand changes
  • Highlights capacity and personnel requirements
  • Reduces waste
65
Q

What are rules of Kanban and Pull systems ?

A
  1. Maintain equipment inventory to meet customer requirements (no extra)
  2. Order spares only when the previous spare was taken and only as much as was taken
  3. Maintain equipment to make sure you have equal or slightly greater than needed to meet customer requirements (no extra)
  4. Use kanban as a fine-tuning device. Do not start too early or too late. Reduce the amount of kanbans over time
  5. Stabilize and rationalize the process to fit with your ogranization’s changing demand
66
Q

What is Kanban in Lean ?

A
  • It is a signal of process consumption
  • It is a flexible, visual form of controlling work to be done or ready to support average operational needs
  • Prevents overproduction
  • Prioritizes the task
  • Equipment control is easier
67
Q

Describe process of taking decision to have Kaizen Event ?

A
68
Q

Describe 4 phases of Kaizen Event

A
  1. Planning and preparation
  2. Implementation (the Event)
  3. Presentation and Celebration
  4. Follow-up and dissemination
69
Q

What is Kaizen ?

A

Kai (to take apart) + Zen (to make good) = Kaizen (continuous improvement)

The kaizen concept focuses on each process or operation to add value and eliminate waste

70
Q

What is most importan phase of Kaizen Event ?

A
  1. Follow up and dissemination
71
Q

What is Kaizen Event ?

A

A team activity that consist of the use of Lean methods to rapidly eliminate waste in a chosen area. Usually lasts 4-5 days.

Consist of 4 phases

72
Q

What is Visual Management Improvement Cycle ?

A
73
Q

What is the benefit of Effective Visual Controls ?

A

Anyone can walk into a workplace and visually understand the current situation

74
Q

In summary, what Visual Controls provide ?

A
75
Q

What are the benefits of having Audit and Control Plans in place ?

A
  1. Control plans ensure that the process consistently meets customer requirements
  2. They should provide predictive activities, so adjustments can be made before processes are out of control
  3. They prevent the slippage of improvement progress
76
Q

What is ROI ?

A

ROI (return on investmen) is a performance measure used to evaluate the efficiency of a single investment or compare the efficiency of a number of investments

77
Q

What are benefits of LEAN ?

A
  1. Reduced CAPEX
  2. Increased efficiency
  3. Lower costs and improve SQ
  4. Improved Interfaces (between different departments)
78
Q

What are two main types of projects in LEAN ?

A
  1. With impact on customer service
  2. With impact on reducing costs
79
Q

What two main type of savings can be gained by LEAN projects ?

A
  1. Hard savings - can be measured directly
  2. Soft savings
80
Q

What topics are covered in Lean Level 2 modules 1-5 ?

A
  1. DMAIC & LEAN
  2. Problem definition/Project Scope
  3. SIPOC
  4. Value & Waste
  5. Lean Metrics
81
Q

What topics are covered in Lean Level 2 modules 6-10 ?

A
  1. Data Collection
  2. Spaghetti Diagram
  3. Swimlane / RACI
  4. VSM map
  5. Process Flow Maps
82
Q

What topics are covered in Lean Level 2 modules 11-15 ?

A
  1. Root Cause Analysis
  2. Cause and Effect Diagram
  3. Pareto Diagram
  4. Capacity and bottleneck
  5. 5S
83
Q

What topics are covered in Lean Level 2 modules 16-20 ?

A
  1. Lean Layout
  2. Takt Time
  3. Standardized Work
  4. Mistake Proofing
  5. Pull and Kanban
84
Q

What topics are covered in Lean Level 2 modules 21-24 ?

A
  1. Kaizen
  2. Visual Control and Management
  3. Audit and Control Plan
  4. Benefits Capture and Project Value
85
Q

What are characteristics of value added process ?

A

  1. It is what customer is willing to pay for 2. Something is changed during the process 3. Done right first time
86
Q

How to develop a good problem stating?

A

Problem stating (PS) : describe current situation. Use metrics to define impact. Be specific without including causes or solutions. Answer below open questions: 1. What is the problem? 2. Why is the problem? 3. Where is the problem? 4. How is and/or big the problem? 5. When is it the problem? 6. Who is it problem for?

SLB (3 decks)

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