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Test1 Flashcards

1
Q

Autonomation

A

Automation with a human touch. The second of two major pillars of the Toyota Production System.

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2
Q

Benchmarking

A

A structured approach to identifying a world class process, then gathering relevant information and applying it within your own organization to improve a similar process.

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3
Q

Buffer inventory

A

finished goods available to meet variations in customer demand due to fluctuations in ordering patterns or takt time

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4
Q

Buffer stock

A

aka buffer inventory

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5
Q

Continuous flow

A

The ideal state characterized by the ability to replenish a single part that has been “pulled” downstream.

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6
Q

Core implementation team

A

A group of people chartered with planning the details of a Lean manufacturing plan through implementation of the 8-step value stream management process.

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7
Q

Cycle time

A

the time that elapses from the beginning of a process or operation until its completion

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8
Q

Demand/customer demand

A

the quantity of parts required by a customer

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9
Q

Extended team members

A

individuals who provide special skills or expertise to the core implementation team but who are not responsible for implementation

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10
Q

Flow

A

the movement of material or information.

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11
Q

Heijunka or load leveling

A

balancing the amount of work to be done (the load) during a shift with the capacity to complete the work.

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12
Q

Heijunka box

A

a physical device used to level production volume and variety over a specified time period (usually one day).

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13
Q

Jidoka

A

the second of two Toyota Production System pillars. A method based on the practical use of automation to mistake-proof the detection of defects and free up workers to perform multiple tasks within work cells.

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14
Q

Just in time production

A

the first of two Toyota Production System pillars. A production paradigm which ensures that customers receive only what is needed, just when it is needed, and in the exact amounts needed.

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15
Q

Kaizen

A

small daily improvements performed by everyone. Kai means take apart and zen means make good.

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16
Q

Kaizen event

A

a team event dedicated to quick implementation of a lean manufacturing method in a particular area over a short time period.

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17
Q

kanban

A

an inventory control card at the heart of a pull system. The card is a means of communicating upstream precisely what is required at the time it is required.

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18
Q

lean

A

shorthand of lean manufacturing. A manufacturing paradigm based on the fundamental goal of the Toyota Production System. Minimizing waste and maximizing flow.

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19
Q

Lean enterprise

A

an organization that fully understands, communicates, implements, and sustains lean concepts seamlessly throughout all operational and functional areas.

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20
Q

leveling

A

evenly distributing over a shift or a day the work required to fulfil customer demand.

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21
Q

line balancing

A

a process in which work elements are evenly distributed within a value stream to meet takt time.

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22
Q

location indicator

A

a visual workplace element that shows where an item belongs.

23
Q

muda

24
Q

Operator balance chart

A

a visual display of the work elements, times, and operators at each location in a value stream.

25
Paced withdrawal
a method of leveling that involves moving small batches of material through the value stream over time intervals equal to the pitch.
26
Pack-out quantity
a small batch equal to the number of units or parts that can be moved throughout the value stream to ensure an efficient flow. May or may not be customer driven.
27
Pitch
the amount of time - based on takt - required for an upstream operation to release a predetermined pack-out quantity of WIP to a downstream operations. Product of takt time and pack out quantity.
28
Product family
a group of parts that share common equipment and processing attributes
29
Production kanban
a printed card indicating the number of parts that must be produced to replenish what has been pulled from a supermarket.
30
Project champion
the person with the authority and responsibility to allocate the organization's resources during the life of the project.
31
Red tag
a label used in a 5S implementation to identify items that are not needed or that are in the wrong place.
32
Runner
a worker who ensures that pitch is maintained.
33
Safety inventory
finished goods available to meet customer demand when internal constraints or inefficiencies disrupt process flow
34
Safety stock
aka safety inventory
35
Set in order
the second activity in the 5S system. It involves identifying the best location for each item that remains in the area, relocates items that do not belong in the area, setting height and size limits, and installing temporary location indicators.
36
Shine
the third activity in the 5S system. It involves cleaning everything thoroughly, using cleaning as a form of inspection, and coming up with ways to prevent dirt, grim, and other contaminants from accumulating.
37
Signal kanban
a printed card indicating the number of parts that need to be produced at a batch operation to replenish what has been pulled from the supermarket downstream
38
Sort
the first activity in the 5S system. It involves sorting through and sorting out items, placing red tags on these items, and moving them to a temporary holding area. The items are disposed of, sold, moved, or given away by a predetermined time.
39
Standardize
The fourth activity in the 5S system. It involves creating the rules for maintaining and controlling the conditions established after implementing the first three S's. Visual controls are used to make these conditions obvious.
40
Standardized work
An agreed upon set of work procedures that establishes the best method and sequence for each manufacturing or assembly process.
41
Storyboard
A poster sized framework for holding all the key information for a Lean implementation. It contains the outcomes for each of the 8 steps of Value Stream Management.
42
Supermarket
A system used to store a set level of finished goods inventory or WIP and replenish what is "pulled" to fulfill customer orders (internal and external).
43
Sustain
The fifth activity of the 5S system. It involves ensuring adherence to 5S standards through communication, training, and self-discipline.
44
Takt image
The vision of an ideal state in which you have eliminated waste and improved the performance of the value stream to the point that it is possible to achieve one piece flow based on takt time.
45
Takt time
the beat of customer demand - the time required between completion of successive units of end product. Determines how fast a process needs to run to meet customer demand.
46
Team charter
A document that includes but that is not limited to the following elements: 1) a clear definition of a team's missing, 2) a statement of team members' roles and responsibilities, 3) a description of the scope of the team's responsibility and authority, 4) project deadlines, 5) a list of metrics and targets, and 6) a list of deliverables (outcomes)
47
Team leader
the person who facilitates the value stream management process from beginning to end (until a complete kaizen plan is created). Calls and facilitates meetings, ensures that agendas are completed, and manages the allocation and completion of all tasks.
48
Total cycle time
The total of the cycle times for each individual operation or cell in a value stream. Total product cycle time ideally equals total value added time.
49
U-shaped cells
a u-shaped product-oriented cell layout that allows one or more operators to produce and transfer parts one piece - or one small lot - at a time.
50
Value stream
a collection of all the stopes (both value added and non-value added) involved in bringing a product or group of products from raw material to finished products accepted by a customer
51
Value stream management
a sequential 8-step process used to implement lean concepts and tools derived from the Toyota Production System. Purpose is to minimize the waste that prevents a smooth, continuous flow of product throughout the value stream.
52
Value stream mapping
visual representation of the material and information flow of a specific product family; steps 4 and 6 of the value stream management process
53
Withdrawal kanban
a printed card indicating the number of parts to be removed from a supermarket
54
Waste (muda)
anything within a value stream that adds cost or time without adding value. The seven most common wastes are 1) waste of overproducing, 2) waste of waiting, 3) waste of transport, 4) waste of processing, 5) waste of inventory, 6) waste of motion, and 7) waste of defects and spoilage

Lean 2 (1 decks)

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