Lean course

Question 1

what is the meaning of Japanese word ‘Mura’

Answer 1

Uneven workload

Question 2

what is the meaning of Japanese word ‘Muri’

Answer 2

Overburden

Question 3

what is the meaning of Japanese word ‘Muda’

Answer 3

Waste - Non Value Tasks

Question 4

What are the 7 Types of Muda (Waste)

Answer 4

T - Transport
I - Inventory
M - Motion
W - Waiting
O - Over production
O - Over processing
D - Defects

Question 5

what are two types of pillars in TPS (Toyota Production System )

Answer 5

Just in Time
Jidoka - automation with a human touch

Question 6

what the 5 Principles of the Lean Value Cycle

Answer 6

Specify Value
Identify value stream
Establish flow
Implement Pull
Strive for Perfection

Question 7

What is the value principle

Answer 7

Defined by customer
Expressed through product or service. Has specific time, place, amount

Question 8

What is value stream principle

Answer 8

Value stream - value adding & non value adding that meets 3 principles of any business.
Problem-solving that is concept to launch
Information management from order to delivery
Physical transformation from inputs to finished products

Question 9

What are essential non value added activities

Answer 9

Activities with no value
Cannot be eliminated
Required for process completion

Question 10

What are business non-value added activities

Answer 10

Regulatory
Customer mandated
legal activities
Necessary for risk tolerance

Question 11

What are Non-value Waste activities

Answer 11

From the Customers perspective
Consume cost
Consume time
consume resources
No value

Question 12

Answer 12

Value a process provides
Important symptom should not ignore
Points to problems
Find and address waste
Prevalent in information flow
usually 40 % adds no value

Question 13

What is the implement pull activity?

Answer 13

Customer demand and Inventory
(Just in Time)

Question 14

What does Kaban translate to?

Answer 14

Card you can see

Question 15

What is the Strive for perfection activity

Answer 15

What can be further improved?
How can processes get leaner?

Question 16

What is the Ideas frame work

Answer 16

I - Identify improvements opportunity
D - Define Charter
E - Evaluate Current state
A - Apply Kaizen Blitz
S - Sustain Improvement

Question 17

What is included in the project Charter?

Answer 17

The business case
The problem and goal statement
The Scope
The milestones
The roles and responsibilities

Question 18

Identify improvements opportunity

Answer 18

Understand Voice of customer (VOC) and prioritise customer needs
Translate VOC to CTQs (Critical to Quality)

Question 19

Define Charter

Answer 19

The Business case
The problem and goal statement
The scope
The milestones
The roles and responsibilities

Question 20

Evaluate Current state

Answer 20

Building value stream map
Collecting data
analysing data

Question 21

Apply Kaizen Blitz

Answer 21

Understand and execute Kaizen event
It is a focused, short-term project to improve a process.
Apply lean techniques for improvement

Question 22

Sustain Improvement

Answer 22

Collect and analyse post improvement plan
Implement process control plan

Question 23

Answer 23

Identify improvement opportunity and Define Charter phases of IDEAS cycle can be mapped to Specify Value step of the lean value cycle.

Evaluate Current State is mapped to Identify Value Stream.

Apply Kaizen Blitz is mapped to Establish Flow and Implement Pull.

Sustain Improvement step, can be mapped to Strive for Perfection stage, of the lean value cycle.

Question 24

What is the Kano model

Answer 24

Question 25

What is QFD?

Answer 25

Quality Function Deployment, also known as of house of quality
It is a process for planning products and services. It starts with the Voice of the Customer (VOC) which becomes the basis for setting requirements. From that, the organization identifies the what’s – the most important needs of the VOC

Question 26

What is QFD matrix

Answer 26

Question 27

What is CTQ (Critical to Quality)

Answer 27

Translations Worksheet contains
High level VoC
Service / Quality Issue
Specific Needs statement
CTQ Parameter

Question 28

What should be included in a business case?

Answer 28

What problem does this improvement project focus on?
When does it happen?
Where does this happen?
How frequent is the problem?
Whom does it impact?
What are the consequences, if not improved or changed?What are the benefits, if improved or changed?
How much does it impact? (convert to financial terms)

Question 29

What should be included in the goal and problem statement

Answer 29

What is wrong or not meeting our
customer’s needs?
When and where does the problem occur?
How big is the problem?
What’s the impact of the problem?
(A PROBLEM WELL STATED IS
A PROBLEM HALF SOLVED)
Statement should be constructed as
Improvement the team is seeking
to accomplish
Starts with a verb
Starts broadly; eventually includes a measurable target and completion date

Question 30

What does SMART stand for?

Answer 30

Specific
Measurable
Attainable
Relevant
Time Bound

Question 31

What should be included in project scope?

Answer 31

What process the team targets to focus on?
What are the boundaries of the process?
What are the start and stop points?
What are out-of-bounds for the team?

Question 32

What should milestones be?

Answer 32

Key steps
Time
Aggressive for not missing the Window of Opportunity.
Realistic for not being forced into Band-Aid solutions.

Question 33

Module 4 topics

Answer 33

The five elements of a Project Charter are Business Case, Problem and Goal Statement, Scope, Milestones and Roles and Responsibilities.

Business case identifies how an improvement project is linked to the business goals and what financial benefits are expected and where will they come from.

Problem statement indicates the pain area of the process or product, whereas the Goal Statement defines the goals or objective for the improvement project.

Project Scope provides the process dimensions, with respect to what “is” included and what “is not” included.

Milestones provide a detailed plan that includes key steps and timelines.

Team roles and responsibilities state the roles of team members and their responsibilities.

Process mapping aims at connecting the customer to the process and identifying key inputs and requirements.

Question 34

What is Value added ratio

Answer 34

Value Added Ratio (VAR)=
Value Added Work / Total Work

Question 35

How do output measures help?

Answer 35

Helps gain customers’ perspective

Predicts changes in how process meets customer need

Expresses Voice of Process: Changes in input or process conditions drive changes in output measures

Question 36

Types of ouput measure

Answer 36

CTQ/Project Y

MetricQFD Drill Down

Question 37

What does a data collection plan involve?

Answer 37

Focus on Project Y and Performance Standards for Y

Select a measurement tool for Project Y

Ensures resources are used effectively to collect critical data

Question 38

Module 4 Key points

Answer 38

Value Stream Map is used to illustrate both the Current State and the desired Future State of a process.

The Project Y Metric is the key output parameter of the process under consideration.

Input measures are based on parameters and factors of inputs to the process.Process measures are based on parameters and factors of process steps.

Both input and process measures are known as X metrics.

An output measure quantifies product/service characteristics and process outcome otherwise known as dependent variables or Project Y metrics.

A customer-centric output measure helps the team to view a process from customers’ perspective.

The commonly used methods of selecting the Project Y metrics are:
CTQ/Project Y metric
QFD drill down

A Data Collection Plan focuses on the Project Y and performance standards for Y.