Lean Manufacturing

Question 1

what are the 7 wastes in manufacturing that lean manufacturing tries to eliminate

Answer 1

*Overproduction, the production of more than is needed
*Delay / Waiting, the time wasted when operators and/or processes are waiting for
work
*Transportation, the handling of parts and/or products within the manufacturing system
*Process, wastes arising during the actual process due to the production cycle.
*Motion / Movement, wastes associated with the design of workplaces and ineffective
operations
*Inventory / Stocks, the value of goods held
*Defects, the wastes associated with poor quality product

Question 2

what is TACT time

Answer 2

Time to Actually Manufacture, is a measure of the time that a process should take, given that no waste occurs

Question 3

WIP

Answer 3

Work In Progress, partially finished products that are still in the production process

Question 4

operator responsibility in single-part flow

Answer 4

*Ensuring the quality of each process and every product.
*Changing over from one product to another
*Reducing Production Cycles for critical bottlenecks
*The operators themselves are often the best resource for identifying improvements.

Question 5

poka-yoke

Answer 5

is Japanese for mistake-proofing

Poka-yoke devices are used to prevent the causes that result in defects. These “control type” systems monitor production processes and, on the detection of an abnormal event or
condition, shut down the process until the fault is rectified.

Question 6

Kaizen

Answer 6

” good change” applying the process of continuous improvements into the manufacturing scheme

Kaizen focuses on improving processes. It aims to improve systems, not people. It’s the rooting out of problems, waste and opportunities for mistakes.

Question 7

the 5 S of Kaizen

Answer 7

SORT (SEIRI):
*Clean up, and remove all unnecessary items wasting space/time.
*Classify all equipment and materials by frequency of use to help decide
if it should be removed.

SIMPLIFY (SEITON) (Straighten):
*Orderliness, a place for everything, and everything in its place.
*Identify and allocate a place for all the materials needed for a task
*Assign fixed places and fixed quantity, make it compact

SCRUB (SEISO) (Shine)
*Maintenance, daily routines to clean and maintain.
*Identify root causes of dirtiness and correct any deficient process

STANDARDISE (SEIKETSU)
*Keep each area consistent with one another. *This makes it easy to move workers into different areas.

SELF DISCIPLINE (SHITSUKE)
*Educate people to understand why the above points are important.
*Everyone follows the rules and makes it a habit

Question 8

Gemba

Answer 8

meaning “real thing” or “real place”

Gemba Walk relies on personally observing the
work, where it is happening, while interacting with the associated people and process in a continuous improvement change way of thinking (Kaizen spirit)

Question 9

process of Gemba walk

Answer 9

make a plan
*decide what aspect of your operations you want to look at during a given walk and keep in mind what you want to learn
*create a dialogue with people, encourage them to think creatively about work tasks and roadblocks

know the Gemba
*Whatever the location, know what standard procedures are so when you observe them you can consider how well they are working and whether they should be adjusted

Observe
* approach your work without bias and be open-minded, as you walk, think about the purpose, the people, and the process
*when you see a problem, you can ask how and why something is done but don’t blame or try to correct employees.

Improve
reflect on what you’ve observed, come up with a plan to make the needed changes