Lean Six Sigma - WvG Flashcards

Question

TIMWOODT - What is Wast of transport?

Answer 1

Unnecessary movements between process steps?

Answer 2

This is the production time that is needed to produce the required number of units The run time is used to calculated the Set up time. Example: Runtime product a = Cycle timea x Volume

Answer 3

* Small scale * Representative fo the whole process * test of solution and implementation aspects * Will make next implementation easier * removes (children's illnesses)

Answer 4

-Clarify Team Member roles and resposibilities -Establish procedures -gather necessary Resources

Answer 5

# 1. Make a work breakdown structure with all tasks/Deliverables 2. Define the milestones 3. Define all activities needed to get the tasks done / deliverables delivered

Answer 6

- To gather the facts for good decision making. - Because perception and intuition are not always reality. - To identify/verify problem areas and bottlenecks. - to characterize or processes. - to baseline the process. - As an indicator of process performance.

Answer 7

Er zijn een aantal regels waar een Kanban pullproductie systeem aan moet voldoen: * Processen stroomafwaarts onttrekken precies het benodigde aantal onderdelen uit de buffers stroomopwaarts. Het aantal wat onttrokken kan worden, hangt van het aantal Kanbans (= aantal kaarten in omloop) af. * Elke processtap produceert het aantal onderdelen wat op de Kanban vermeld staat. Dit gebeurt in de volgorde waarin de Kanbans liggen (vaak first-in-first-out). * Een Kanban is vrijwel altijd gekoppeld aan een mandje, kar, container, bak of iets dergelijks. Geen Kanban betekent geen productie. * Alleen defectvrije onderdelen mogen geleverd worden. Indien er defecten optreden, dient de oorzaak direct opgelost te worden. * Het productieproces moet gestroomlijnd worden om de productie te balanceren. Variatie in de vraag wordt ondervangen door het aantal Kanbans aan te passen. * Het aantal Kanbans wordt langzaam verminderd om het onderhandenwerk te verlagen. Hierbij komen verspillingen aan het licht die geëlimineerd moeten worden.

Answer 8

This is an overview of risks and coutermeasures to minimize this risk

Answer 9

* Overview of the budget needed to do the implementation * Overview of the Benefits comming from the implementation

Answer 10

a “method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.

Answer 11

1. Develop detailed process flow (VSM, process map, SIPOC) 2. Identify X's, Y's, and other process variables 3. Create a data collection plan 4. Create a data analysis plan 5. Use measurement system analysis and Gage R&R 6. Collect data to establish baseline 7. Update VSM with data 8. Plan and execute pilot projects

Answer 12

This is the loop that must follow the tactime to create the required volume. This is the critical path

Answer 13

De SMED methodologie bestaat uit 4-stappen. 1. Identificeer interne en externe activiteiten. Observeer de huidige methode en identificeer interne en externe omstelactiviteiten. Interne activiteiten zijn diegene die enkel uitgevoerd kunnen worden wanneer het systeem gestopt is. Externe activiteiten kunnen uitgevoerd terwijl de activiteit bezig is. Bijvoorbeeld: het halen van gereedschap vóór de machine stopt) Maak van interne activiteiten, externe activiteiten indien mogelijk. 1. Verbeter alle aspecten van de set-up (intern en extern). De volgende stap is om de interne en externe activiteiten te gaan verbeteren om zo tijd te winnen op beide gebieden. De focus ligt hierbij op standaardisatie en versimpeling. De verbeteringen moeten doorgezet worden totdat in principe elke batchgrootte gemaakt kan worden. Uiteindelijk moet de set-up tijd een minimale invloed hebben op de voorraadkosten. De verbeteringen moeten er voor moeten zorgen dat de operators of de medewerkers van de werkvloer de omstelling zelf uit kunnen voeren. Shingo stelde dat alle onderdelen maar een keer aangeraakt moeten worden om de setup maximaal 10 minuten te laten duren. Dit wordt ook wel het ‘one-touch exchange of dies’ genoemd. 1. Sluit omstellingen uit. Het uiteindelijke doel is om omstellingen te voorkomen en het liefst helemaal af te schaffen. Hieronder staan drie mogelijkheden om dit te bereiken. Reduceer en elimineer verschillen tussen onderdelen. Des te minder verschillen er tussen de producten zijn, des te minder omstellingen er benodigd zijn. Maak verschillende onderdelen in een keer. Een voorbeeld. Twee onderdelen worden elk apart uit een plaat geponst. Door het aanpassen van de stempel kunnen de producten tegelijk uit de plaat worden geponst. Dit scheelt een omstelling. 1. Laat machines maximaal 1 item produceren. De SMED-methode kan zeer goed passen binnen productieomgevingen waarbij de series laag zijn en de variatie in de gevraagde producten hoog is. Door het verkorten van de set-up tijd wordt de doorlooptijd korter.

Answer 14

* "Autonoom onderhoud * Gepland onderhoud * Onderhoud op basis van toestand, predictive maintenance"

Answer 15

Variation and Waste

Answer 16

The number of days of inventory do i have in place compared to the sales rate. (RM + WIP + FG) x Days per Year / (Annual costs of goods )

Answer 17

It is the entire set of activities performed to transform the products and services into what is required by the customer.

Answer 18

Time between receiving the product or service and the ordering of the product or service Calculated as : bewerkingstijd + wachtijd + omsteltijd +reparatietijd = processing time + waiting time + repair time Example: If a client orders a car on tuesday and receives the car and keys tuesday one week later the lead time is one week.

Answer 19

* For small changes communicate the change and discuss the changed procedures * For large changes or complex changes arrange a training program.

Answer 20

Defects per million opportunities

Answer 21

* Regulary expence * Estimation of costs * Benefits company * Bennefits client * Non financial benefitds

Answer 22

Use Six Sigma tools to improve performance by: 1. Continuously lowering costs 2. Growing revenue 3. Improving customer satisfaction 4. Increase capability and capacity 5. Reduce complexity 6. Lower cycle time 7. Minimize defects and errors

Answer 23

Dat is de netto beschikbare productie tijd gedeeld door de klantvraag Bijvoorbeeld: Als mensen 200 uur op het werk zijn en 80% beschikbaar voor het werk, en ze moeten 10000 dinkgen maken dan. geldt dat ze 160 / 10000 seconden de tijd hebben voor 1 ding.

Answer 24

Performance, cost, time. -Value added steps are defined as steps that are necessary/required to deliver a product/service to the member. - Project should focus to eliminate/reduce non-value added activities in order to: --improve performance, function, etc. -- decrease cost (lower price). -- deliver the product or service faser (lower cycle time).

Answer 25

Shows per stakeholder whether he is against neutral or in favour of project. In graph with y=influence stakeholder on project and x=impact project on stakeholder

Answer 26

* Create one piece flow * reduce SMED * Implement Pull * Remove variation * Remove any waste

Answer 27

Het principe Jidoka staat voor het automatisch inbouwen van kwaliteit. De werknemer en/of machine hebben de autonomie om het hele proces stil te leggen wanneer een defect is gesignaleerd. Jidoka wordt gebruikt om producten defectvrij te produceren. Een product mag pas de volgende productiestap als deze defectvrij is. Het proces wordt handmatig en/of automatisch stilgelegd wanneer een defect optreedt. Het proces kan stilgelegd worden door bijvoorbeeld een lijnstop. Vaak gaat een lijnstop gepaard met een Andon. Dit is een lampje of iets dergelijks dat gaat branden bij een defect, zodat duidelijk is waar het defect opgetreden is. Het is misschien een raar idee om de autonomie voor bijvoorbeeld een lijnstop bij de medewerker neer te leggen. Dit zorgt er wel voor dat er defectvrije halfabrikaten/producten worden gemaakt. Een defect product leidt in vele gevallen tot extra handelingen verderop in het proces en dit moet voorkomen worden. Door het hele proces direct stil te leggen bij het optreden van een defect, kan de oorzaak direct gevonden worden. Het direct oplossen van problemen zorgt in de toekomst voor een defectvrij product.

Answer 28

Number of defects, number of failures, number of wrong fax numbers

Answer 29

- Are all of the critical to customer outputs included. - Have you ensured that the outputs are measureable. - Have your considered measures related to better, faster, & lower cost. - Have you indicated your primary project measure(s) of the IPO/SIPOC diagram.

Answer 30

Reduced inventory Reduced inventory maintenance Less risk of non sold products Less risk when product is not correctly produced that it was a large batch Less work floor space les management

Answer 31

- Best in class quality. - Business PROFITABILTY. - Customer/Member VALUE

Answer 32

Less lead time (doorlooptijd) en less inventory (voorraad)

Answer 33

A high-level process map. Supplier Input Process Output Customer

Answer 34

Een systematische probleemoplossingmethode of verbetercyclus waarbij een voorstel (plan) wordt gedaan voor een verbetering, deze geïmplementeerd (do) en daarna gemeten (check). Hierna worden benodigde acties ondernomen (act).

Answer 35

a) Supplier, Inputs, Processes, Outputs, Customers

Answer 36

Analyze Phase: 1. Review the process 2. Brainstorm potential failure modes 3. List potential effects of failure 4. Assign severity rankings 5. Assign occurrence rankings 6. Assign detection rankings 7. Calculate RPNs Improve Phase 1. Develop the action plan 2. Take action 3. Calculate the resulting RPNs

Answer 37

Dat is de takt tijd x the containersize De takt tijd is de netto beschikbare productie tijd / benodigde productie. Example: De takttijd= 100 , de container size is 50 dus the pitch tijd = 500

Answer 38

Critical to Customer

Answer 39

Wating time between process steps

Answer 40

-sense of team cohesion -acceptance of membership on team -works together productively and effectively -team members use constructive criticism -address team dysfunction

Answer 41

-members have more insight into each others strengths and weaknesses -team members feel satisfaction and pride regarding team progress -team members develop attachment to team -constructive self-change -effective at solving group problems

Answer 42

Failure Mode and Effects Analysis (FMEA) allows an assessment of the risk to customers if a key process input were to fail. FMEA also helps to determine what actions to take to minimize this risk.

Answer 43

-Remove technical and political roadblocks -make sure Team has constant and appropriate recognition and reward

Answer 44

- Start each meeting with PACER. (purpose, agenda, code of conduct (gound rules), expectations, roles & responsibilities. - Utilizing a parking lot for capturing ideas not directly related to the topic or for those issues which you want to temporary set aside. - Do an evaluation at end of meeting (plus/delta, short survey). - Capture action items and summarize/review them at the conclusion of the meeting. - Use data to support beliefs and options. - Encourage questions and always check for understanding. - Involve everyone; emphasize participation.

Answer 45

Measuring & understanding the cost of poor quality.

Answer 46

* - Implement an one piece flow * - Use Standard work * Develop a procedure for "maatwqerk"

Answer 47

Value Stream Map

Answer 48

- Disagreement (emotiion run high; there are many legitimate differences of opinions). You could fix this by talking as a team, parking lot, make discussion based on data - Power and Authority (managers or others discourage discussion; team members don't feel free to say what they think). You can fix this by having all write down on sticky. - Overbearing "experts" (experts discourage discussion about their areas of expertise, technical jargon and complex principles referred to without explanation). - Lack of focus (several topics discussed at the same time, lots of distractions, little progress is maade). You can fix this by an agenda, bell, ringer. - Uneven participation (some team member talk too much, while others talk too little). - Lack of follow-through (tasks don't get done on time, people don't do their assignments between meetings). You could fix this by having agenda with their name.

Answer 49

Andon is het Japanse woord voor ‘lamp’. Een Andon is een visueel middel om de status van een proces aan te geven.

Answer 50

Critical to Quality

Answer 51

- Help learn and accelerate use of tools. - Focused on knowledge. - Linked to Business goals, bottom line improvements. - Customer satisfaction.

Answer 52

This is the number of Delivered goods to the client per time unit Example: if you produce 365 cars in a year the Delivery rate is 1 car per year

Answer 53

Single Minute Exchange of Dies (SMED) staat synoniem voor snel omstellen. De focus ligt op het verlagen van omsteltijden. De SMED-methode is ontwikkeld door Shigeo Shingo.

Answer 54

Graphs used to study how a process changes over time.

Answer 55

A tollgate . Available shpould be the sponsor, process owner,

Answer 56

Failure Mode and Effects Analysis (FMEA) allows an assessment of the risk to customers if a key process input were to fail. FMEA also helps to determine what actions to take to minimize this risk. Failure Mode Effect Analysis -Failure Mode - the way in which a specific input fails -Effect - the impact on the customer requirements due to the failure mode -cause - the source of process variation that causes the failure mode to occur -controls - systematic methods in place to prevent or detect failure modes or causes

Answer 57

To learn from pilots of the selected solutions and execute full-scale implementation.

Answer 58

* Improves the solution * Improves the implementation plan * Creates awareness and acceptance of the solution * Faster overall implementation * Less riscs * Identifier better the cost bennefits of the solution

Answer 59

"Analyse the problem thoroughly without solving it and coming , Root Cause analyses. with improvement proposals.

Answer 60

This the way in which the the raw materials are delivered to the company including the communication, orders to the supplier. The raw material suppermarket is part of the supplier loop.

Answer 61

External Failure Costs. - Customer complaint investigation. - Returned goods. - Retrofit costs. - Recall costs. - Warranty claims. - Liaability costs. - Penalties. - Customer/User Goodwill. - Premium Freight (overnight). - Pricing Errors.

Answer 62

variation & Waste

Answer 63

To thoroughly understand the current state of the process and collect reliable data on process speed, quality, and costs that you will use to expose the underlying causes of the problems.

Answer 64

Total Product Maintenance

Answer 65

1. Make inventory of stakeholders 2. Define the communication goals 3. Define the communication strategy 4. Organise the communication 5. Execute the communication 6. Manage the commuincation 7. Make costs transparant and arange budget

Answer 66

- Questions managers need to ANSWER. - Questions managers need to ASK. - Tool & Techniques to answer questions & improve the scorecard.

Answer 67

standard operating procedures

Answer 68

- Expand knowledge. - Decrease in defects & cycle time. - Improved Customer satisfaction. - Business growth. - Improved profitability. - Improved communication & teamwork. - Common set of tools & techniques.

Answer 69

- Higher productivity. - Flexibility. - Employee Benefits - simpler/safer. - Standardization - right equips and tools at right place at right time.

Answer 70

* "Strategic objective * Value Stream Costs * Value Stream Measures * Critical Succes Factors * Goals * Measures"

Answer 71

Internal Failure Costs. - Defects. - Over Production. - Waiting. - Non Utilized Talent. - Transportation. - Inventory. - Motion. - Extra Processing.

Answer 72

1. A silent sponsor. 2. Under- or over-facilitiation. 3. The charter is unclear or absent. 4. Lack of planning through the project phases. 5. Inadequate communication with key stakeholders. 6. Team is the wrong size or has the wrong members. 7. Lack of a process or excessive focus on process (including DMAIC). 8. Weak or non-existent alignment with what is critical to the customer or the business. 9. Lack of data suitable for baselines or root cause analysis. 10. Lack of time commitment from team members, their supervisors, sponsors, or other stakeholders.

Answer 73

That is OOE used in the method Total Product Maintenance.. This is calculated as the Average Availability x Performance x Quality. The availability rate / uptime available production time - unplanned non uptime including SMED/ divided by tot availability Performance = taktime / cycle time Quality = Products delivered with correct quality / products delivered with incorrect quality.

Answer 74

* Good Sales and Operations planning (S&OP) * Produce according to taktime * Heijunka planning (Use a heijunkabox to steer the different production processes)

Answer 75

1. Leadership (voorbeeld gedrag) 2. Create accceptance all over de organisation (s ee also kotter how to do it) 3. Create will to change / eagerness 4. Focus, goal vision (Be clear) 5. Momentum 6. Communication (to create draagvlag and show timing / duration) 7. Team orientation 8. Adaptation capabilities 9. Responsability 10. Knowledge and skills 11. Acknowledgement of people (who are willing to change ), respect.

Answer 76

SMART: S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time Bound.

Answer 77

1. C=Constant - control via mistake proofing & standard operating procedures (SOP). 2. N=Noise - SOP. 3. X=Experimental.

Answer 78

1. Identify value-added, non-value-added, and value-enabling activities. 2. Calculate business/process efficiency 3. Analyze the process flow 4. Analyze the data collected in the Measure phase 5. Generate theories to explain potential causes 6. Narrow the search 7. Collect additional data to verify root causes

Answer 79

To complete project work and hand off improved processes with procedures for maintaining the gains

Answer 80

De eerste variant bestaat uit controlerende en waarschuwende Pokayokes. Deze varianten vallen binnen de **categorie ‘regulerende’ Pokayokes.** Een lijnstop is een goed voorbeeld van een controlerende Pokayoke. Een Andon die gaat branden bij een abnormaliteit is een voorbeeld van een waarschuwende Pokayoke. Daarnaast zijn er nog de Pokayokes die rekening houden met de **plaatsing van een product en het vaste aantal handelingen per product,** Bij een computer heeft elke kabel zijn eigen kleur en vorm. Hierdoor kun je een stekker niet meer verkeerd plaatsen. Daarnaast kan een Pokayoke ook rekening houden met het vaste aantal handelingen die verricht moeten worden. Een voorbeeld hiervan is een product dat op 4 vaste punten gelast moet worden. Het product wordt eerst vastgeklemd. Deze klemmen laten pas los wanneer er 4 maal gelast is. Ideale pokayokes zijn goedkoop, eenvoudig en gemakkelijk te implementeren. Ze zijn afgestemd op de specifieke behoefte en ontwikkeld door de medewerkers zelf.

Answer 81

A chatr that shows the different cycle times per process relative to the tact time

Answer 82

Graphs = - Histogram. - Run Chart. - Control Chart. - Scatter Plot. - Box Plot. Metric, Measure = - Mean, Standard Deviation. - Defects per million (DPM). - Sigma Level. - Sigma Capabiltiy. - Capaility Index (Potential) (Cp) and/or Capability Index (Actual) (Cpk).

Answer 83

These are the lean metrics and limits defined that represent the voice of the customer and the voice of the business. Ameasure is related to a customer requirement business requirement

Answer 84

1. Stratification 2. Disaggregation 3. Experimentation

Answer 85

7. Histogram – It looks very much like a bar chart. it is used to identify the frequency of occurrence of a variable in a set of data.

Answer 86

COPQ. Examples: - Rework. - Test Inspections. - Lost Opportunity Cost, etc.

Answer 87

Voice of the Customer (VOC) is used to describe customer's needs and their perceptions of your product or service.

Answer 88

b) brainstorming potential input variables

Answer 89

* Analyses of issues in the implementation * Trainings plan * Communication plan * Benefit tracking * Detailed workplan

Answer 90

- Sort - Identify what is needed. - Set in Order - Determine a place for needed items...identify the storage place with clear markings. - Shine - clean the office and maintain the equipment. - Standardize - Office procedures, systems, and policies. - Sustain - Review regularly the SOPs and insure compliance. It promotes SAFETY. - Shine. - Sustain. - Setup. - Standardize.

Answer 91

Length, height, weight, volume, time

Answer 92

Muda (Verspilling), Mura (oneffenheid) and Muri (Overbelasting)

Answer 93

6. Flow Chart (Stratification Charts) - This tool is used to identify the patterns within the data collected from multiple sources and clubbed together. It is used to identify the meaning of the vast data by identifying patterns.

Answer 94

Gives a picture of the process Identifies rework loops and redundancies Gives insight to bottlenecks, cycle times, and inventory Helps identify when and where to collect data Serves as a sound training and orientation tool

Answer 95

It: - Helps determine what products & services to offer. - Identifies critical features - Helps determine where to focus improvements. - Serves as a baseline of customer satisfaction to measure against.

Answer 96

The champion

Answer 97

-set immediate performance results -challenge Team with new data, alternative methods, diff. POV -acknowledge Team efforts -candid constructive feedback

Answer 98

Today's delighters become tomorrows expectations

Answer 99

- Define WHO is experiencing the problem. - Define WHAT the problem is. - Define WHEN is the problem occurring. - Define WHERE is the problem occuring. - State the magnitude and/or impact of the problem (the current pain). - Address the "so what?" (what is the cost of doing nothing or the business impact). - Not specify a solution. EXAMPLE 1: Reduce the average cycle time for processing claims by 50% by August 30th, in order to improve customer satisfaction and reduce overtime expenses. EXAMPLE 2: Members are complaining because health care claims are taking an average of 48 days to process. We're incurring $10,000 in overtime expenses each month to keep up with the claims and our members satisfaction rating has slipped by 30% over the past year. - What. - When. - Where. - State magniture and/or impact. - Address the What? (CODN)cost of doing nothing.

Answer 100

1. Demonstrate proficiency at achieving results through the application of the Six Sigma approach 2. Work closely with continuous improvement leaders to apply formal data analysis approaches to projects 3. Recommends Six Sigma projects 4, Leads Six Sigma teams in local improvement projects 5. Continues to perform normal duties while participating on Six Sigma project teams

Answer 101

- Executive Ownership. Leadership alignment. - Infrastructure (leadership team roles & responsiblities). - Champions. - Masters. - Black Belts. - Green Belts.

Answer 102

Pareto’s 80/20 rule states that 20% of what you do will produce over 80% of the results. This is where you should spend your time. You don’t have to improve everything in your business, just a few key things that really matter.

Answer 103

Bij ‘Pull Productie’ worden alle activiteiten binnen een organisatie gestuurd door de behoeften en wensen van de klant. De klant bepaalt wanneer er hoeveel producten (of diensten) geleverd moeten worden, en volgens welke specificaties.

Answer 104

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

Answer 105

Six Sigma's role is to help management produce the maximum value, while using minimum resources. It applies scientific principles to processes and products.

Answer 106

-truck = transportation -process box = activity for the process step -customer supplier box = relationship between process and the supplier/customer -data box = specific info for each process step -process time = line shows value-added and NVA time for process steps -timeline total = line sums data from process time lines -electronic= information flow

Answer 107

Design for Six Sigma

Answer 108

A charter is an agreement between management and the project team about what is expected. It typically contains: - Problem Statement - Scope - Schedule - Deliverables - Measures - Resources

Answer 109

1. Informing (status) 2. Directing (goals) 3. Signaling (action is needed) 4. Forcing (stop process)

Answer 110

Measured from start of cycle to when the part is available and the machie can accept another part.

Answer 111

To have the team and its sponsor reach agreement on the scope, goals, and financial and performance targets for the project.

Answer 112

- Process flow diagram. - Detailed process map / value stream map (VSM). - Physical flow map. - Time value map.

Answer 113

- FPY=First Pass Yield. - RTY=Rolled throughput Yield.

Answer 114

* Stakeholders analyses * Communication Strategy * Planning

Answer 115

-individuals resist tasks and methods that are different from their own -attitude fluctuate about success of the team -arguing among members -defensiveness, competition, "choosing sides" -creation of perceived "pecking order"

Answer 116

GRAPHS - - Pareto diagrams. - Run Charts. - Control Charts. METRICS, MEASURES - - First Pass Yield (FPY). - % "good" (or "bad"), - Defects per unit (DPU). - Defects per Million Opportunities (dpmo). - Sigma Capability.

Answer 117

The Costs of Poor Quality. Examples:Examples: - Rework. - Test Inspections. - Lost Opportunity Cost, etc.

Answer 118

FLOW and PULL

Answer 119

* Improve productivity * Reduce costs * Lower WIP * Improve quality * Decrease Leadtime

Answer 120

- A control chart is simply a run chart of the data over time, with calculated control limits bsed on the data. Plotted points may be individual dta vlues or subgroups of data. - A control chart is used to monitor a process to see whether it is exhibiting oly random variation, or whether special causes (outliers, shifts, trends) are present.

Answer 121

- Identify the key stakeholders. - Understand who is "for" and "againist" the project. - Identify sources of resistance and anticipate issues and concerns (technical (cost, skills), political (authority, power), cultural. - Develop strategies for gaining needed support.

Answer 122

Sigma is a measure of how well a product, service, or process performs in relation to customer requirements. The higher the sigma level, the more robust product, service, or process performance.

Answer 123

2. Control Charts – This is a graphical technique,which can be used to study the changes to a process over time

Answer 124

Sigma projects will likely have greater success if: - the problem is related to a key business issue. - the problem is linked to a clearly defined process. - you can identify the customers of the output. - you can clearly identify the defect. - you can demonstrate how improvements could enhance financial performance. - the project has senior management support.

Answer 125

Agreeing on what process to study, how to map it, who will participate, and logistics

Answer 126

Voice of Customer. What's important to the customer and How are we going to measure our abililty to satisfy what the cusomer wants?

Answer 127

KISS - Keep-It-Simple-Statistically.

Answer 128

Where's the gap? What's the problem? - cycle times too long. - changeover times too long. - excessive variation. - high defect rates. - excessive waiting.

Answer 129

* "Visual Management * Operational Management * Kaizen * Plan Do Check Act"

Answer 130

A model with satisfied and unsatisfied clients. Delighters, must bave"s and primary satisfiers (linear)

Answer 131

Value. (Internal & External) Note: Value is defined by the customer/member. -Goal is to provide the customer/member defect-free products & services that are: - what they want. - when they want it. - at the desired price.

Answer 132

- Variable data is continuous (measurement data) such as; time, temperture, call volume, speed, etc). - Attribute data records just the presence or absence of something such as; good/bad, pass/fail, yes/no, female/male.

Answer 133

* Kaizen Blitz - Small improvement in one session with small team, preferably on the work floor. * Kaizen - Larger project 2-5 days to improve a process * Kaikaku - full redesign of the existing flow.

Answer 134

a,b,c and d!

Answer 135

To make performance and planning visual for everyone (Departments / individuals)

Answer 136

Check Sheets – A generic Tool which can be used for collection and analysis of data. A structured and prepared form that can be adapted for wide variety of issues

Answer 137

Regular scheduled maintenance where all materials are checked, things are replaced. A risk report is being made

Answer 138

Examples: Cost Takeout/Cost Avoidance - - Reduction in scrap. - Reduction in raw materials. - Reduction in labor or planned headcount. - Freight Savings. - Interest expense reduction. Cash Flow - - Reduction in inventory levels. - Inventory carrying cost reduction. - reduction of past due receivables. Growth - - Increase in capacity / throughput. - Increase in market share / sales revenue. Reduction of Non-Value Added Activity - - Reduced rework, waiting admiistration, etc.

Answer 139

In this concept a cell shout be front loaded in order that waiting time is being visible at the last operator.

Answer 140

4. Scatter Chart – This is used to identify the relation between variables, by plotting pairs of numerical data, with one variable on each axis. The points will be falling on a line or a curve, if the variables are related.

Answer 141

1. EINDE 2. Ontkenning (High) 3. Boosheid en wantrouwen (Middle) 4. Middel Phase 5. Verdriet (low) 6. orientatie (low) 7. BEGIN 8. Besluit (middle) 9. Orientatie (High) but not yet like beginning

Answer 142

1. Describe the value chaing (Via a VSM) 2. Search for inefficient steps and double steps 3. Ask yourselves why a processing step is needed? 4. note: don't look at mass productoin economic advantages

Answer 143

It is the Processing time of a cell divided by the cycle time. Example: If the processing time is 1 minute and the cycle time of a cell is 5 seconds. Then the capacity is 20. If the tact time is 1 second then the capacity needes is 1 minute divided by 1 second is 60.

Answer 144

5S, SMED and Kaizen, and TIMWOODT

Answer 145

DPMO Sigma 2 308,537 3 66,807 4 6,210 5 233 6 3.4

Answer 146

Voor elk onderdeel (partnummer) dat gebruikt wordt binnen de organisatie wordt alle relevante informatie vastgelegd en opgeslagen in één totaal-database. Hieronder valt onder andere de volgende informatie: * Onderdeelnummer; * Grootte; * Het aantal dat dagelijkse gebruikt wordt; * De locatie waar het gebruikt wordt; * De locatie waar het opgeslagen wordt; * Frequentie waarin het onderdeel besteld wordt; * De leverancier; * Levertijd; * Etc."

Answer 147

KISS - Keep-It-Simple-Statistically & PPAR - Present, Pratice, Apply, Review

Answer 148

DMAIC. - Define. - Measure. - Analyse. - Improve. - Control.

Answer 149

The Green belt

Answer 150

- Business profitability & customer/member value. - Better, Faster, Lower Cost Products, and Services. - Customer Satisfaction. - Knowledge-Based using DMAIC & 14 Questions. - 5 Key Principles.

Answer 151

- Are all of the critical to customer outputs included? - Have you ensured that the outputs are measureable? - Have you considered measures related to better, faster, and lower costs? - Have you indicated your primary project measure(s) on the IPO/SIPOC diagram.

Answer 152

DMAIC - focus on defects/effectiveness DMADV - focus on waste/efficiency

Answer 153

Definieer het probleem, plan de kaizen, update actual process map or VSM, select team, train team.

Answer 154

* "Introduce and optimize line balancing * Implement Work cells * Control upstream production."

Answer 155

Sigma is a statistical concept that represents how much variation there is in a process relative to customer specification.

Answer 156

"Failure mode and effects analysis (FMEA) (Nl: faalwijzen- en gevolgenanalyse), soms ook FMECA - Failure mode, effect and criticality analysis, is een inductieve faal analyse techniek welke potentiele faalmodes, de onderliggende mechanismen en oorzaken en effecten van de faalmode op verschillende systeem levels analyseert. De faalmode is de staat of de manier waarop de fout zich voordoet van het betreffende onderdeel als gevolg van een of meerdere specifieke faal mechanisme. Een FMEA onderzoekt het gevolg van mogelijk falen op een product of op een proces om op voorhand constructieve- of procesmaatregelen te treffen die dit mogelijk falen voorkomen, de kans verlaagt of de impact verminderen. Het FMEA-proces wordt toegepast in ontwikkeling van complexe systemen, zoals vliegtuigen, treinen, schepen, militaire wapen systemen. In de laatste jaren wordt het ook toegepast in andere industrie takken en kwaliteitssystemen "

Answer 157

Work Break Down Structure

Answer 158

Agreeing on how to implement the future state plan

Answer 159

A communication tool, a business planning tool, and a tool to manage change in the process. it is a simple visualization of identifying value-added and non-value-added activities.

Answer 160

What it is thought to be What it actually is What it should be

Answer 161

* Helps continue improvements * Improves reliability of performance * Better communcation * More responsability with the workforce

Answer 162

SIPOC - - First name the process first. - Identify the outputs and cusomters. - identify the inputs and suppliers. S = Suppliers (who provides the inputs to the process). I = Inputs (material, methods, people, etc required for the process. P = Process (any acitvity that takes inputs and creates outputs). O = Outputs (Measureable outcomes of the process. C = Customers (who receives the output).

Answer 163

Leadtime x delivery rate

Answer 164

This the Number of products produced with the correct quality / capacity. Please note that productivity may decrease when people do overwork

Answer 165

- Identification of impacted process area. - Problem Statement. - Goal Statement. - Project Scope (in & out of scope. - Project metrics. - Benefits overview. - Key customers Stakeholder/Team Members. - Deliverbles.

Answer 166

PF/CE/CNX/SOP - PF = Process Flow. - CE = Cause & Effect (diagram). - CNX = Constant, Noise, Experimental. SOP = Standard Operating Procedures.

Answer 167

A specific statement of the current problem, descriptive statements outlining locations and/or occurrences of problematic events, and the initial scope of the problem.

Answer 168

A Value Stream Map

Answer 169

variable & Waste

Answer 170

Een Kanban systeem zorgt ervoor, dat voorraden worden aangevuld op basis van verbruik. Dit gebeurt met zogenaamde ‘Kanban kaarten’. Kanban is de Japanse term voor signaal.

Answer 171

A Gage R&R study is a set of trials conducted to assess the Repeatability and Reproducibility of a continuous measurement system. Repeatability is how accurate a person was when they took the same measurement. Reproducibility is how close the different people came on their measures of the same item. It takes one person to repeat, it takes 2 people to reproduce.

Answer 172

Muda. - Internal failure costs rework. - external failure costs (customer received product with problems). - Appraisal costs (6 sigma said to remove). - Prevention Costs. - Cost opportunity costs.

Answer 173

A systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact of different failures.

Answer 174

* What is being done by who? * What is wasted * What are the standards

Answer 175

"Optimize tempo for producing goods Optimize ideal route for material goods."

Answer 176

Businesscase Doelstelling Finances Scope Team Risks Deliverables Stakeholders Planning

Answer 177

The requirement to be measured: what the team wants to improve. The method of measurement: the method used to measure the requirement (typically quantitatively). What the definition will not include: exclude anything that prevents the operational definition from being used consistently.

Answer 178

Cost of Waste. Measuring & understanding the cost of poor quality.

Answer 179

Critical to quality

Answer 180

3. Pareto Chart – This is another graphical technique, which can be used to identify the significance of individual factors

Answer 181

In the begin phase of the project In process with many workarounds In situations with big rework loop In process with many controls In situation with unnecessary hand over procedures

Answer 182

- Market Studies. - Customer/Member Research. - Sales Calls. - Unplanned contats with customer. - Customer/Member phone conversations. - Customer/Member Complaints.

Answer 183

* \* verspilling beter zichtbaar * \* herhaling van fouten voorkomen * \* de standaard voor iedereen duidelijk * \* de werkplek efficiency verbeterd * \* de kans op ongevallen geminimaliseerd

Answer 184

Overproduction is producting more then requested by the client

Answer 185

* Create a VSM * Implement one piece flow * Bring working cells toegther * remove handovers * Optimize work sequences * Bring materials to the place where it is used.

Answer 186

Process Lead Time = number of units in process/average completion rate

Answer 187

A Special Cause is something different happening at a certain time or place. Common cause is always present to some degree in the process.

Answer 188

Knowledge based management: - Questions managers need to ANSWER. - Questions managers need to ASK. - Tool & Techniques to answer questions & improve the scorecard.

Answer 189

PPAR - Present, Pratice, Apply, Review

Answer 190

Tuckman's Growth Stages: Forming, Storming, Norming, Performing, Adjourning

Answer 191

- Best in class quality. - Business profitability. - Customer/Member value. Providing a BETTER product/service FASTER, and at a LOWER COST then our competition.

Answer 192

Less variation provides: - Greater predictability - Less waste and rework - Products & services that perform better and last longer - Happier customers

Answer 193

Kano model

Answer 194

This is a different formula for lead time. The leadtime is the Work In Progress x Output per time unit. Example: If we have an inventory of 100 and 10 items in the processing units itselves. and the delivery rate is 11 per hour then we have a waiting time of 110/11 = 10 hours.

Answer 195

Agreeing on a shared vision of a desired future state

Answer 196

GRAPHS - - Histogram. - Run chart. - Control chart. - Scatter plot. - Box plot. METRIC, MEASURE - - Mean, Standard Deviaiton. - Defects per million (dpm) - Sigma level. - Sigma Capability. - Cp and / or Cpk.

Answer 197

- Understand the Customer requirements. - Define the process. - Minimize extraneous variation through PF/CE/CNX/SOP which is process flow / cause & effect/ constant, noise, experimental / standard operating procedures. It the First line of defense against variation.

Answer 198

Look at takt time and manage orders Heijunka, line balancing use Kanban methods Use Six Sigma (In prroject)

Answer 199

Management involvement and commitment Cultural change Communication Change the organization's systems or processes p.18

Answer 200

Het is zichtbaar in de resultaten Het is ondubbelzinnig Het is relevant Het is eenvoudig Het is snel in te voeren Het is goedkoop Het is te managen bij het team

Answer 201

Takt time , Line balancing, Standard work

Answer 202

Maintenance in process itselves (regular maintenance as routine during work)

Answer 203

Synchronous process = thytm of the client even inflow even processing in time also taktime + heijunka + line balancing

Answer 204

-excitement, anticipation, pride, optimism -intial tentative attachment to Team/avoids conflict -suspicion/fear about job ahead -attempt to Define tasks, Establish role -Have discussions of lofty abstract concepts -discuss symptoms or problems Not relevant to Task

Answer 205

Total Productive Maintenance. Everything must work otherwise it doesn't work.

Answer 206

Delivered conform specs divided by delivered to the customer.

Answer 207

Maintenance based on information that comes out of the process (defects in products, measurements in the process)

Answer 208

- What do you need from this Stakeholder Analysis? - What are their interests? - How can this stakeholder benefit from the project? - How might this stakeholder be affected or inconvenienced by the project? - What possible resistance might I see from this stakeholder? (techinical, political, cultural). - What are the best strategies for communicating with and influencing this sateholder?

Answer 209

1. Develop potential solutions 2. Evaluate, select, and optimize best solutions 3. Develop future state VSM 4. Develop and implement pilot solution 5. Compare results to baseline 6. Develop and execute full-scale implementation plan

Answer 210

1. Optimize takttijd en cycle time 2. Analyse and improve production method 3. Use Buffer and Safety inventories 4. Introduce Finished Goods Supermarkets

Answer 211

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

Answer 212

1. Review project charter 2. Validate problem statement and goals 3. Validate financial benefits 4. Create/validate process map and scope 5. Create communication plan 6. Develop project plans

Answer 213

To pinpoint and verify causes affecting the key input and output variables tied to project goals (finding the critical X's).

Answer 214

* Show forms of Waste * Prevent repetitive problems * Develop standards * Improve workplace efficiency

Answer 215

SMART: S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time Bound.

Answer 216

This is the calculation to determine the minimum batch size for producing goods in order to be able to create the required volume targets. Available setup time per year = Available production time per year - run time per year Number of Setups per year = Available set up time divided by setup time of a product type. Interval = number of production weeks / number of setups.

Answer 217

Single Minute Exchange of Dics

Answer 218

End of processing - start of processing. Bewerkingstijd ofwel P/P Example: Eindtijd voor bakken cake is 14:00u, starttijd is 13:00u dan is de process time 1 hour.

Answer 219

* "Helps determine root causes * • Encourages group participation * • Uses an orderly, easy-to-read format * • Indicates possible causes of variation * • Increases process knowledge * • Identifies areas for collecting data"

Answer 220

1. Focus op verbeteringen gerelateerd aan de klant vraag. 2. Focus op verbeteringen aan de flow. 3. Focus op nivellering van de flow.

Answer 221

Things the customer will pay for.

Answer 222

- Common cause (natural, inherent variation in the process). - Special cause (abnormal or assignable causes).

Answer 223

A specific description of the defect, process, product, and/or service to be measured.

Answer 224

That is overall Production Equipment Effectiviness

Answer 225

- Determing Wants and Needs. What is degree of achievement? (Very Safisfied, Very Unsafisfied, Fully Achieved, Did not Achieve. You start off as a - 'Delighters' exciting quality, (Unknown to the customer, most difficult to define and develop, if present, customer very satisfied, if absent, customer neigher satisfied. or dissatisfied. - 'Wants' one-dimensional quality, (specifically requested items, specifications, items from a typical survey), if present, customer satisfied, if absent, customer dissatisfied. then - 'Needs' expected quality, Not specifically requested, BUT assumed to be present, if present, customer neither satisfied nor dissatisfied, if absent, customer very dissatisfied.

Answer 226

1. Develop supporting methods and documentation 2. Launch implementation 3. Lock in performance gains 4. Monitor implementation 5. Develop process control plans 6. Audit the results 7. Finalize the project 8. Validate performance and financial results

Answer 227

Plan Do Check Act?

Answer 228

These are additional loop addtional input that is needed for the pacemaker loop. of supplier / processes with a different flow then the pacemaker loop and the supplier loop.

Answer 229

Japanese word for waste. - Internal failure costs rework. - external failure costs (customer received product with problems). - Appraisal costs (6 sigma said to remove). - Prevention Costs. - Cost opportunity costs.

Answer 230

DMADV. Dit acroniem verwijst naar de projectfasen Define (wat is de businesscase), Measure (wat zijn de klantwensen en bijbehorende Critical-to-Quality parameters), Analyse (wat is het beste product en productieproces), Design en Verify (dit omvat o.a. de testfase).

Answer 231

- No know solution in advance. - Good data available (or able to be gathered). - Aimed at making a process better, faster, and/or lower cost. - Drives business profitability and/or enhances member value. - Clear, precise definition of the problem/goal statements and scope of the project. - Resources and support available for working on the project.

Answer 232

The on time delivery rate is the Number of delivered goods - the number of not in time produced goods - the number of incorrect goods divided by the unit. Example: If you produce 400 cars in a year and 5 of them were not delivered on time to the customer and 30 of them were returned because they didn;t drive you have 400-5-30 = 365 cars per year. This is a on time delivery rate of 1 car a day.

Answer 233

* Implement Standard Work * Develop as if it is automated (so you the computer is kind of robot) * Redesign of workplace by expert * Use 5S

Answer 234

Agreeing on a well-understood map of the current situation

Answer 235

The percentage of units completing a process the first time with no rework or repair.

Answer 236

The time need to produce a new item on the production cell. This can be different from the process time. The cycle time is the available production time divided by the number of units produces. Example: So if a unit produces 300 cookies and the available production time is 5 hours then it produces 60 cookies an hour so cycle time = 1 minute.

Answer 237

The average time to produce a unit in order to meet the current rate of customer demand.

Answer 238

This is the loop in which the Customer orders are distributed and communicated to the organisatoin and how the finished goods are delivered to the client. Finished goods are in the leveling loop.

Answer 239

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

Answer 240

A control limit defines the bounds of common cause variation in the process.

Answer 241

1. Process Management 2. Improvement Management 3. Design Management

Answer 242

Process flow diagram. Note: Start at a high level, with 5 - 10 steps, and then break it down further as needed. - Ensure that all steps, even if not part of the formal process, are included. - Walk the process! - When developing the flow chart, write each of the steps onto sticky notes and post them onto a large sheet of paper. - Create a "parking lot" for ideas as you are creating the process flow.

Answer 243

* "This is a model to look at customer requirements: * - Basic requirements (""Wash the dishes"") * - Performance Requirements (""Very clean) * - Delighter requirements. (""Automatic indicator you have to clean the ground floor"") All three types have an arrow on the KANO diagram which has on the Y-axis dissatisfaction to Delight and on the x-axis-Absent to Fulfilled"

Answer 244

Forming --\> Directing Storming/Norming --\>Coaching Performing --\> Supporting

Answer 245

A basic analytical procedure to establish the preferred method of accomplishing a task. It helps to estimate a clear expectation of how long it takes to perform a particular activity under normal working conditions. Usually done by direct and continuous observation of a task, using a timekeeping device.

Answer 246

Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects/Rework, also People (unused, or under-utilized talents)

Answer 247

The extern voc and the voice of the business. Examples are werkdruk, ziekte satisfaction research. Etc...

Answer 248

IPO = Input, Process, Output. O's are measureable. - Graphical representation of a process, showing the inputs & outputs....good communication tool. Note: for test "DO PROCESS FIRST".

Answer 249

Made to order is a pool machanism. Made to stock is a push mechanism.

Answer 250

In the eyes of the customer: Goal is to provide the member defect free products & services that are: - What they want. - When they want it. - At the desired price

Answer 251

- Member Value (Better, Faster, Lower Cost). - Company Culture (Values, Leadership, The Way We Work). - Process Capability (Tools & Methodology).

Answer 252

Is the entire set of activities performed to transform the products and services in what is reqired by the customer/member. - Includes value added & non-value steps. - Looks at both product flow and information flow.

Answer 253

A structured problem-solving methodology that leads logically from defining a problem through implementing solutions. DMAIC. - Define. - Measure. - Analyse. - Improve. - Control.

Answer 254

1. Sigma - an expression of process yield 2. Unit - the item produced or processed 3. Critical-to-Quality (CTQ) - customer's specifications 4. Defect - any event that doesn't meet a customer specification. 5. Defect Opportunity - a measurable chance for a defect to occur. 6. Defective - a unit with one or more defects.

Answer 255

Proces time is bewerkingstijd (P/P)

Answer 256

A defect is anything that does not meet a customer's requirements.

Answer 257

Standard costs tries to focus on lowest production costs per unit (Economics of scale) and Value Stream costing is focussing on small numbers one piece flow ideally profit increases when the value stream becomes more efficient when the flow increases or the productivity increases with the same costs. Overhead is minimized as it has no value added value.

Answer 258

Within lean the overhead is not allocated to individual sales only when the overhead costs are directly linked to the process acitivities. As a result different orders will be accepted.

Answer 259

Use an alignment chart where Startegic Lean objectives are linked to Value stream measures, to goals and to Improvement activities / measures that are used to reach the goal.

Answer 260

For example inventory is part of the balance. As such it may be needed to make a reservation in terms of money outside the inventory to replace that.

Answer 261

These systems are not necessary because the value and the risks of inventory are much more limitied. As a result you don't need difficult and expensive management systemens to mitigate the risks.

Answer 262

* Define needs in measurable goals as concreet as possible * Analyse current activities * Define costs and bennefits of * Stakeholder analyses * Project Charter

Answer 263

* Define tasks and deliverables (Product breakdown structure) * Define the steps to do to achieve these deliverables * Define the milestones and phase in which this will be acchieved * Define projectr management in control procedures includingbudget * Risk analyses and planning * Formal agrement from stakeholders to start

Answer 264

Execute what has been defined as deliverable

Answer 265

This is parallel to the execution to validate whether the project goals are being met and whether we need to go back to the planning phase

Answer 266

Afronden van alle activiteiten van het project waarmee het project formeel is afgesloten Het aflsuiten van alle contracten en eventueel nog openstaande issues.

Answer 267

Executing and Monitoring are done in parallel . This is a nice representatrion of the situation.

Answer 268

* Plan Do Check Act Does the DMA :in the planning phase. * Do phase matches with the Implement face * The fundamental difference between the two is that PDCA is more of a cycle than DMAIC. PDCA is more effective at chipping away at continuous improvement initiatives (so you keep going around the cycle in order to ultimately achieve perfection in your process); whereas DMAIC is quite statistic-heavy and more useful for resolving variability, in particular variability with **'special cause'** (so you use it to identify the root cause of a deviation, implement corrective actions and 'control' your corrective actions) therefore it is more of a path with a start and an end than a cycle.

Lean Six Sigma - WvG Flashcards

To learn the Lean Green Belt examination