Midterm 1 Flashcards
Review for Midterm
Andon
a visual management system that signals issues in a production line so that problems can be addressed immediately, and empowers operators to stop the production process
Bottleneck Analysis
Identify which part of the manufacturing process limits the overall
throughput and improve the performance of that part of the process.
Continuous Flow
Manufacturing where work-in-process smoothly flows through
production with minimal (or no) buffers between steps of the manufacturing process.
Countermeasure
an action taken to address a problem in the production line. Countermeasures are used to address immediate symptoms while a root cause analysis is conducted.
Gemba
Japanese term that means “actual place” or “the place where value is created”
A philosophy that reminds us to get out of our offices and spend
time on the plant floor
Genchi Gembutsu
Japanese phrase that means “go and see”, observe the process
Hansei
Japanese word that means “self-reflection” or “introspection”
Heijunka
a Japanese word that means “leveling”. It’s a lean manufacturing technique that involves producing goods based on customer demand, rather than in batches. Purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.
Jidoka
Japanese word that means “automation with a human touch”, Autonomation,
Design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.
Just-in-Time (JIT)
a manufacturing system in which materials or components are delivered immediately before they are required in order to minimize inventory costs. Pull parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.
Kaizen
a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.
Muda
Japanese term for waste. Anything in the manufacturing process that does not add value from the customer’s perspective.
Mura
Japanese term that signifies inconsistency or unevenness or variation in operations
Muri
Japanese term that signifies strain or overburdening, particularly of people or equipment, unreasonableness or absurdity
Poka-yoke
a Japanese term that means “mistake-proofing” or “error prevention”. It’s a system that helps prevent human error by correcting or highlighting mistakes as they occur
Takt Time
a calculation of the available production time divided by customer demand, The pace of production
Total Productive Maintenance (TPM)
A holistic approach to maintenance that focuses on proactive and preventative
maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.
Kanban
Pull system. A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.
Root Cause Analysis
A problem-solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying problem.
Single Minute Exchange of Die (SMED)
Reduce setup (changeover) time to less than 10 minutes. Techniques include:
* Convert setup steps to be external (performed while the process is running)
* Simplify internal setup (e.g. replace bolts with knobs and levers)
* Eliminate non-essential operations
* Create standardized work instructions
Standardized Work
Documented procedures for manufacturing that capture best practices (including the time to complete each task). Must be “living” documentation that is easy to change.
Autonomous Maintenance
A method from TPM (Total Productive Maintenance) for engaging operators to carry
out basic maintenance activity (such as cleaning, lubrication, and inspection activity).
5S
Organize the work area:
* Sort (eliminate that which is not needed)
* Set In Order (organize remaining items)
* Shine (clean and inspect work area)
* Standardize (write standards for above)
* Sustain (regularly apply the standards)
Toyota Production System (TPS)
A manufacturing strategy developed by Toyota Motor Corporation of Japan over a
period of many years. TPS focuses on the complete elimination of waste from the manufacturing process, and is the progenitor of lean manufacturing.
Value Stream Mapping
A tool used to visually map the flow of production. Shows the current and future state of processes in a way that highlights opportunities for improvement.
Visual Factory
Visual indicators, displays and controls used throughout manufacturing plants to improve communication of information.
What two enablers did Ford implement that contributed to Ford’s success developing mass production?
- Complete and consistent interchangeability of parts and using the same gauging system for all parts and assembly.
- Simple ways of attaching those parts to the assembly and new machine tools able to work on pre-hardened materials.
What was Sloan’s contribution to Mass Production?
Alfred Sloan’s contribution to mass production extended beyond the factory floor, focusing on management and product range. Sloan’s management model included decentralized divisions and an approach of managing by the numbers. In addition to management practices, Sloan introduced the concept of a product range to appeal to “every purse and purpose”
You have been asked to use TPS Rule #1 to develop standard work for the operators at a particular process. What four points do you want to make sure you include in the standard work?
Content: All work shall be highly specified as to content. The content specifies what work is to be done.
Sequence: All work shall be highly specified as to sequence. The sequence specifies the order in which the content of the work is to be done.
Timing: All work is highly specified as to timing. The timing specifies when the work is to be done.
Outcome: All work is highly specified as to outcome. The outcome specifies what the result of the work should be6. Specification of outcome sets a clear expectation.
What is the “paradox” that the authors of the DNA of the Toyota Production System refer to and how does it affect Lean implementation
The “paradox” in the Toyota Production System (TPS), refers to the seemingly contradictory nature of the system being both rigid and flexible. With respect to Rigidity in TPS, Every activity, connection, and production flow in a Toyota factory is rigidly scripted. All work is highly specified in its content, sequence, timing, and outcome. Flexibility: Toyota’s operations are enormously flexible and responsive to customer demand. The system can readily adopt and implement improvements.
You are in a plant that has deployed Lean Manufacturing. You observe excess inventory between two processes. Which process has the instability and why (upstream or downstream)?
In a Lean plant, if excess inventory is observed between two processes, the upstream process is likely to have instability. Lean utilizes a pull system, where the subsequent process (customer) pulls from the preceding process. In a pull system, the preceding process must always do what the subsequent process says. If the upstream process is unstable, it cannot consistently supply the downstream process with the right content, quantity, and timing.
Why is changeover time such a critical component of lean?
Lean puts a focus on being flexible and responsive to the needs of the customer. Reducing changeover times is important in lean because it allows a company to lower costs, increase efficiency, and reduce waste during the manufacturing cycle. Changeover time is a form of non-value-adding waste, so reducing or eliminating that time is an essential part of lean continuous improvement. Quicker changeovers allow for less dedicated production equipment, a more flexible product mix, and smaller batches/inventory levels.
List 5 aspects of the Ideal State, as defined in the Toyota Production System.
Is defect-free, with features and performance that meet customer expectations.
Can be delivered one at a time, implying a batch size of one.
Can be supplied on demand in the version requested.
Can be delivered immediately.
Can be produced without wasting materials, labor, energy, or other resources, and within a safe working environment.
Can be produced in a work environment that is safe physically, emotionally, and professionally for every employee.
A3
A structured problem-solving approach using a single large paper to document the problem, analysis, counter-measures, and plan.
What are the 7 wastes (muda)?
1.Overproduction: Producing items faster than what is required, which generates excess inventory.
2. Excess Inventory: Having excess raw material, work-in-process (WIP), or finished goods. This can lead to longer lead times, storage and transportation issues, damage from excessive handling, obsolescence, and hidden problems.
3. Waiting: Idle time, such as watching an automated process.
4. Motion: Unnecessary movement within a process, for example, looking for tools.
5. Transportation: Moving materials, typically between processes or in and out of intermediate storage.
6. Defects: Production of defective parts and rework, along with associated scrap, inspection time, and handling.
7. Over-processing: Inefficient processing because of poor process and/or product design.
An eighth waste was added later: unused employee creativity, which refers to lost time, ideas, skills, and learning opportunities.
Sensei
Mentor or Coach. A coach’s guidance is crucial for personal and professional improvement in Lean practices.
Two key organizational features of a lean workplace:
- It transfers the maximum number of tasks and responsibilities to those workers actually adding value to the product
- It has in place a system for detecting defects that quickly
traces every problem, once discovered, to its ultimate cause.
4 “Rules in Use” of TPS
- Activity - All work is highly specified as to: Content, Sequence, Timing, and Outcome.
- Connection - Every customer supplier connection must be direct, and there must be an
unambiguous yes-or-no way to send requests and receive responses. Passing a baton. - Pathway - The pathway for every product and service must be simple and direct.
- Improvement - Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.
What are the 4 P’s?
Philosophy / Process / People & Partners / Problem solving
Walter Shewhart
Statistical Process Control (1926), Revolutionary concept: “If you control the process, then you control the product”
Joseph Juran
Engineering approach to Quality
* Taught quality throughout Japan
* Wrote the first Quality Textbook
Kaoru Ishikawa
The 7 basic tools of quality
W. Edwards Deming
Appalled by U.S. manufacturing discontinuing
the use of Statistical Process Control after WWII
* Taught quality throughout Japan
“Learning is not compulsory,
neither is survival”
* Japan’s Deming Prize
established in 1950
(Super Bowl for Quality)
Management focus
* 14 points for Management
4 P’s Model
Problem Solving
People and Partners
Process
Philosophy
