Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Lean Six Sigma > Week 5 Pull and Flow > Flashcards

Week 5 Pull and Flow Flashcards

1
Q

Flow and Pull 7 objectives

A
  • Spaghetti charts
  • Quick changeovers (SMED)
  • Cellular design
  • Overall equipment effectiveness
  • Theory of constraints
  • Pull systems and kanban signaling
  • Visual workplace design
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Lean 3rd principal

A

Create Flow
Actions that create value should occur continuously and smoothly without interruption to deliver the product or service to the customer
Inventory is evidence of non-flow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Two book suggestions

A

Theory of Constraints by a Gartner analyst and co-author of The Phoenix Project, George Spafford.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Third principal of LEAN

A 
Create flow
Eliminate waste create flow.
Eliminate waste create flow.
Eliminate waste create flow.
Eliminate waste create flow.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Actions that create value should

A

Occur continuously and smoothly without interruption to deliver the product or service to the customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Topics of Flow

A

Spaghetti Maps
Single Minute Exchange of Die (SMED)
Cellular Design
Theory of constraints

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Spaghetti maps

A

all steps of a persons movement

1) create map
2) observe and draw
3) analyze for improvements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

SMED single minute change of dies

A

Sheigo shingo, Toyota, change over of dies drove lot sizes. he looked at technique to make change over faster.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

SMED

A

Reduction in waste of waiting allows us to produce more often.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

SMED 8 techniques

A

1) separate internal from external operations
2) convert internal to external
3) Standardize the function of holding onto parts while machining
4) use functional clamps, no screws and bolts
5) intermediate jigs; getting things into position before
6) Adopt parallel operations; pit crew at Indy
7) Eliminate adjustments (tool presetter helps)
8) Ensure mechanization, spend money on things that automate processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

SMED internal operation is

A

what has to happen while the machine or process is stopped

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

SMED external operation is

A

what can happen while the machine is running.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

SMED implementation cycle

A
  • Observe the process
  • Separate internal from external
  • Streamline internal and external activities beginning with the internal ones
  • Document the new process and procedure
  • Repeat the cycle
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

SMED, which of the 8 wastes are addressed with SMED?

A

All of them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

SMED, which of the 8 wastes are addressed with SMED?

A

All of them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Cellular design: language water spider

A

water spider, someone suppling material to the cell, this is not value added.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Cellular design: language WIP

A

Work in process inventory, minimized in

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Cellullar design: language TAKT time

A

customer demand of product

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Cellular design: single piece flow, 4 reasons for U shape

A
  • no corners
  • materials and finished goods same entry point
  • equipment grouped together
  • constant motion, no waiting for machine, operator or inventory.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Cellular design: Language, 4 goals of good cellular design

A
  • flow
  • zero work in process between operations
  • single piece flow not batches
  • minimal transportation or motion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Work load balancing

A

1) observe the process (use form)
2) record time each step ends
3) do math on each step
4) look for lowest amount of time
5) look for all step time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Cycle time bar chart

A

After observing create bar chart for each step. Examine and change steps that do not conform to cycle time (example, 45 seconds).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Overall equipment effectiveness (OEE), 3 elements of flow:

A
  • Availability
  • Performance
  • Quality
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

OEE availability calc

A

Availability = Number of Hours Running/Number of Planned Hours Running

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

OEE performance calc

A 
Performance = Equipment Run Rate/Maximum demonstrated production rate
(mdpr = find best day or period in last year)
26
Q

OEE Quality calc

A

Quality (Yield) = Amount of Good Product/Total Product Produced

27
Q

OEE how 3 elements affect flow

A

no Availability means product isn’t running.
Poor performance means a machine isn’t running efficiently and will slow down the customer
poor quality reverses flow, scrap means start over, rework means product or customers move backward in the process.

28
Q

OEE two kinds of losses

A

There are losses that do not affect OEE and there are 6 losses that do.

29
Q

OEE two losses that do not affect OEE

A

customer demands and planned downtime

30
Q

OEE 6 major losses

A

1) unplanned downtime
2) downtime due to changeover
3) small downtime (cleaning, bathroom, waiting on upstream)
4) reduced performance
5) rejects due to changeover
6) quality losses

31
Q

OEE six root causes

A 
planned downtime (maintenance, changeover)
breakdowns
minor stops (bathroom, questions)
speed law (poor lubrication, fatigue)
production rejects
start up waste (machine warm up)
32
Q

Solve OEE with

A

Ishikawa diagram

33
Q

Solve lots of motion with

A

5s

34
Q

Solve lots of transport with

A

spaghetti map

35
Q

Theory of constraints (TOC)

A

every process has a weakest slowest link. Book by, Eli Goldrath, “goal”.

36
Q

Capacity Constraint Resource (CCR)

A

Do not allow CCR to be off.

  • starved
  • maintain just in case inventory
  • mistake proof when optimizing
  • don’t have unreliable CCR
37
Q

Elevate the contraint by

A
  • increasing capacity
  • buy another machine
  • work longer hours
  • train people
  • focus on the constraint (priority, center of decisions)
38
Q

Theory of constraints (TOC) 5 steps

A

1) goal of every organization
2) CCR (capacity contrained resource)
3) elevate the constraint
4) balance the process
5) find New CCR

39
Q

Fourth principal of LEAN

A

Create PULL

40
Q

KANBAN is

A

a signal for the need of material. Kanbans control inventory and flow.

41
Q

Online learning is

A

Pull

42
Q

Three kinds of pull systems

A

1 Replenishment
2 sequential
3 mixed

43
Q

Solve with Kanban 3 wastes:

A

over production
waiting
inventory

44
Q

Who invented KANBAN?

A

Taiichi Ohno, the father of Lean and the Toyota production system. It means billboard sign to take action.

45
Q

Replenishment KANBAN

A

upstream signal somethings been consumed.

46
Q

Production Kanban

A

authorized signal from upstream

47
Q

Transportation kanban

A

authorization to move product

48
Q

4 types of Kanbans

A
  • cards
  • bins
  • spaces
  • electronic message
49
Q

Six Kanban rules

A

1) consuming process picks up items.
2) producing process makes items in the quantity and sequence
3) items are only produced with kanban
4) always attach kanban to product
5) never pass on defects
6) when we reduce kanbans

50
Q

Kanban steps

A

1) Conduct the supply survey
2) Establish reorder quantities and points
3) Create the supply order form
4) Create Kanban cards
5) Training
6) Implementation

51
Q

Kanban, Reorder Quantities calc

A

Reorder quantity = your daily usage × your lead time in days

52
Q

Kanban, Reorder point calc

A

Reorder point = reorder quantity + your safety stock

53
Q

Supply order form, what it should include

A 
Part image
Part number
Part description
Prior locations
Number of Kanban cards in circulation
54
Q

Solve waste by continually using

A

Kaizen

55
Q

Visual, visual visual

A

Picture is worth a 1000 words

56
Q

Is your workplace visual?

A

Can someone from outside do the work at your work place? Instructions, not content can be simplified.
Same way everytime I reduce variation which eliminates defects, which eliminates the waste of also eliminates waste of waiting. This reduces the waste of non-utilized talent. And it goes on and on…

57
Q

Examples of Visual

A

Cut outs or shadows of where tools go.

58
Q

Examples of Visual - instructions

A

are there instructions easily available with visual images. Training

59
Q

Examples of Visual - Andon

A

The signal for how things are performing.

Has green, yellow red light or coloring.

60
Q

Examples of Visual - tool tags

A

Tool readiness, maintenance, red tags for tools that need service.

61
Q

Examples of Visual - cellular design

A

Job elements abound in a good cell.

62
Q

Examples of Visual - performance

A

Gaps in performance, production instructions and goals.

Lean Six Sigma (8 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions