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Process Innovation > Lecture 8 > Flashcards

Lecture 8 Flashcards

1
Q

Lean

A

maximizes customer value while minimizing waste (creates more value for customers with fewer resources)

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2
Q

whats the goal of Lean?

A

provide “perfect value” for the customer through a perfect value creation process with 0 waste

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3
Q

waste

A

anything your customer isn’t willing to pay extra for (aka nything more than the minimum amount of equipment, etc.)

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4
Q

5 principles of lean

A
  1. identify value
  2. map value stream
  3. create flow
  4. establish pull
  5. seek perfection
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5
Q

value stream

A

all the activities and rsources required to deliver product/service to customer (MEANS LOOKING AT BIG PICTURE, NOT JUST INDIVIDUAL PROCESSES)

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6
Q

how is lean a systematic approach?

A

it identifies and eliminates waste thru continous improvement (via flowing product at the pull of the customer)

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7
Q

cycle time / processing time

A

time when materials enter an operation to the point the finished product is produced

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8
Q

production lead time

A

total of all individual cycle times + waiting time b4 & after processing + setup/move time + non value added time

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9
Q

value added

A

any activity that increases the market form or function of the product or service (aka activities the customer is willing to pay for)

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10
Q

non value added

A
  • any activity that does not add market form or function

- should be eliminated, simplified, reduced or integrated

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11
Q

DOWNTIME (aka waste categories)

A
  • Defects
  • Overproduction of WIP
  • Waiting
  • Non value added processing
  • Transporation of materials & equipment
  • Inventory Excesses
  • Motion
  • Employees underutilized
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12
Q

Examples of waste?

A
  • watching a machine run
  • waiting for parts
  • counting parts
  • making more than can be sold
  • looking for tools
  • machine breakdown
  • storing work in process inventory
  • rework
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13
Q

what does waste signal?

A

that time is trapped in the process

&

recognizing waste leads to identifying the root cause of problems

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14
Q

underlying waste is a systematic flaw in what?

A

the process involving people, materials, machines or information

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15
Q

whats standardized work?

A

repeatable and reliable operations

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16
Q

why standardize work?

A
  • reduces general chaos
  • new employees get up to speed faster
  • easier to cross train
  • provides foundation for improvement
17
Q

5S

A
  1. ) Sort - eliminate clutter
  2. ) Set in Order - organize, label, set boundaries & limits
  3. ) Shine (or Scrub) - clean everything
  4. ) Standardize - set standard for every process
  5. ) Sustain - maintain discipline thru systems & supportive culture
18
Q

why is a clean/organized/orderly workplace important?

A

provides a foundation for all other improvement activities

19
Q

Lean methods for eliminating waste?

A
  • Standardized Work
  • Batch Reduction
  • Teams
  • 5S System
  • Visual
  • Plant layout
20
Q

Visual Management

A

simple visual signals give employees the information to make the right decision

(common language for diverse workforce)

21
Q

why consider changing physical layout?

A
  • reduces the movement of people and materials

- supports better communication

22
Q

POINT OF USE (POU)

A

instructions, raw materials, parts & tooling are stored at the workstation where they’re used

aka visual, small batch replenishment systems

-works best if vendor or material handling relationship permits frequent, on-time, small shipments

23
Q

why do POU?

A

reduces wasteful sorting, moving, transporting parts * tooling

  • identifies quality issues in a timely fashion
  • simplifies inventory tracking, storage & handling
24
Q

quality at the source

A

making it right the first time

25
Q

inspection at the source

A

operators inspect product before passing it to the next workstation

26
Q

why do quality at the source?

A
  • eliminate or reduce final inspections
  • increase throughput
  • empower employees
  • improve quality
  • increase productivity
27
Q

push system

A

-produces product using forecasts or schedule w/out regard for what is needed by the next operation

28
Q

pull system

A

-method of controlling the flow of resources based on exactly what is needed by the next operation

29
Q

supermarket system

A

buffer inventory used to control the production of an upstream process without scheduling

30
Q

kanban cycle

A
  • customer process withdraws what it needs

- kanban signal is released - visible demand

31
Q

why use pull?

A
  • flexible and simple method of balancing the flow resources
  • effective way to communicate customer demand thru an operation
  • more responsive to quality issues
32
Q

cellular manufacturing

A

linking of manual and machine operations into the most efficient combo to maximize value added content while minimizing waste

GOAL - PRODUCE TO THE RATE OF DEMAND

33
Q

when can cellular manufacturing be used?

A

wherever value added work can be performed continuously by passing the product, directly, one piece at a time, from work station to work station

34
Q

value stream map

A

diagram that shows the flow of material, information and other resources as a product/service makes its way through the value stream

Process Innovation (1 decks)

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