Lean course Flashcards
what is the meaning of Japanese word ‘Mura’
Uneven workload
what is the meaning of Japanese word ‘Muri’
Overburden
what is the meaning of Japanese word ‘Muda’
Waste - Non Value Tasks
What are the 7 Types of Muda (Waste)
T - Transport
I - Inventory
M - Motion
W - Waiting
O - Over production
O - Over processing
D - Defects
what are two types of pillars in TPS (Toyota Production System )
Just in Time
Jidoka - automation with a human touch
what the 5 Principles of the Lean Value Cycle
Specify Value
Identify value stream
Establish flow
Implement Pull
Strive for Perfection
What is the value principle
Defined by customer
Expressed through product or service. Has specific time, place, amount
What is value stream principle
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
What are essential non value added activities
Activities with no value
Cannot be eliminated
Required for process completion
What are business non-value added activities
Regulatory
Customer mandated
legal activities
Necessary for risk tolerance
What are Non-value Waste activities
From the Customers perspective
Consume cost
Consume time
consume resources
No value
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
What is the implement pull activity?
Customer demand and Inventory
(Just in Time)
What does Kaban translate to?
Card you can see
What is the Strive for perfection activity
What can be further improved?
How can processes get leaner?
What is the Ideas frame work
I - Identify improvements opportunity
D - Define Charter
E - Evaluate Current state
A - Apply Kaizen Blitz
S - Sustain Improvement
What is included in the project Charter?
The business case
The problem and goal statement
The Scope
The milestones
The roles and responsibilities
Identify improvements opportunity
Understand Voice of customer (VOC) and prioritise customer needs
Translate VOC to CTQs (Critical to Quality)
Define Charter
The Business case
The problem and goal statement
The scope
The milestones
The roles and responsibilities
Evaluate Current state
Building value stream map
Collecting data
analysing data
Apply Kaizen Blitz
Understand and execute Kaizen event
It is a focused, short-term project to improve a process.
Apply lean techniques for improvement
Sustain Improvement
Collect and analyse post improvement plan
Implement process control plan
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.
What is the Kano model
What is QFD?
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
What is QFD matrix
What is CTQ (Critical to Quality)
Translations Worksheet contains
High level VoC
Service / Quality Issue
Specific Needs statement
CTQ Parameter
What should be included in a business case?
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)
What should be included in the goal and problem statement
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
What does SMART stand for?
Specific
Measurable
Attainable
Relevant
Time Bound
What should be included in project scope?
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?
What should milestones be?
Key steps
Time
Aggressive for not missing the Window of Opportunity.
Realistic for not being forced into Band-Aid solutions.
Module 4 topics
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.
What is Value added ratio
Value Added Ratio (VAR)=
Value Added Work / Total Work
How do output measures help?
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
Types of ouput measure
CTQ/Project Y
MetricQFD Drill Down
What does a data collection plan involve?
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
Module 4 Key points
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.
