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Lean With Chuck > _wk 1 > Flashcards

_wk 1 Flashcards

1
Q

What are some advantages of applying lean principals (Give 9)

A
  1. short wait times for client2. customer retention and satisfaction improvement3. money is saved4. environmentally better (more green)5. productivity will improve6. communication will improve7. resources and space will be freed up8. processes will be more responsive to change9. employee satisfaction should improve
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2
Q

What is the history of lean? (give 9)

A
  1. Toyota Weaving1913: Ford: Highland Park1930s: Toyota motors1950s: Totota post ww21950s: Deming Influence1950s: Ohno: American Supermarkets1960s: Toyota Production System1996: Leaning Thinking2004+: introduction to colleges
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3
Q

What is the definition of LEAN?

A

simple strategy which focuses on the elimination of waste (each activity must create value for customer), variation and work imbalance

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4
Q

What are the 3 types of work activities?

A
  1. Incidental Work
  2. Value Added Work
  3. Wasteful Work
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5
Q

Any activity that does not add value but it is currently necessary is called..

A

incidental work

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6
Q

Any work activity that transforms a part, product or service and the customer will pay is

A

value added work

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7
Q

any work activity that does not add value and is not necessary to meet the needs of the customer is called

A

wasteful work

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8
Q

describe the percentage difference between all the work activities

A

Largest time spent is on pure waste. (1/2)
Smallest time spent is on value added (1/8th?)
remainder time spent on incidental work

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9
Q

what are the insights when implementing LEAN?

A
  1. Look at every activity form the client’s perspective
  2. Focus on the product or service being provided; what is happening to the service at each point in time?
  3. Review the process from end to end …. what is chuck’s comment here
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10
Q

Types of waste include… (9)

A
  1. Motion,
  2. over processing,
  3. quality defects,
  4. over production,
  5. inventory,
  6. waiting,
  7. transportation,
  8. forgetting about employees (not including with improvements),
  9. re-prioritization (Ritesco)
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11
Q

give 3 examples of quality defects

A

forms not filled in correctly, wrong information, assets not tracked correctly

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12
Q

give 3 examples of over processing

A

too many signatures, delivering mail, keeping same doc in multiple departs, systems not taking to each other, checking others work

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13
Q

give examples of over production

A

lack of synchronized processes, too much or too soon, meeting s that are not required, irrelevant emails

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14
Q

waste elimination steps

A

see the waste, identify the root cause, eliminate

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15
Q

what? should you ask if you are not sure it is value added or wasteful activities?

A

Do I want to do more or less of this activity?

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16
Q

What are the 5 principals of a lean solution?

A

1: value (any work that a customer would knowingly pay for)
2. map the flow of the value stream (from raw material to customer)
3: make value flow batch processing (ex each step makes a batch of 10 60 second cycle time) AND
make value flow - continuous flow (ex make 1 move 1)
4. pull from the supplier based on the end - customer demand
5. seek perfection

17
Q

how do you seek perfection?

A
  • achieve a new future state every 6 to 9 months
    2. no end point, just short rest points
    3. recognize success and move on
    4. involve new employees
    5. measure where you came from
18
Q

causes of overproduction include (6)

A
  1. producing faster than the next step
  2. batching work
    3: unbalanced resources
    4: producing or ordering extras
    5: forecasting
    6 individual thinking
19
Q

effects of overproduction (8)

A
  1. long queues
  2. intermediate stops
  3. inventory
  4. extra space requirements
  5. tension
  6. errors
  7. dissatisfied clients
  8. lost capacity`
20
Q

Causes of Inventory (6)

A
  1. hoarding
  2. takes too long to obtain
  3. its better for them to wait?
  4. Economic order quantity
  5. Budget impacts
  6. Convenience for individual or department
21
Q

Effects of Inventory (5)

A
  1. Cash tied up
  2. Space to store
  3. Obsolescence and time expires
  4. inventory control
  5. damaged/missing
22
Q

Inventory hides the real problems, for example: (5)

A
  1. poor quality… buy more
  2. long lead times…. order more
  3. absenteeism problem….. work ahead
  4. bad equipment…. do more while it works
  5. don’t trust other department… ask for it earlier
23
Q

Effects of transportation waste include: (5)

A
  1. inventories
  2. batching
  3. long lead times
  4. waiting
  5. tracking system
24
Q

causes of motion waste (5)

A
  1. poor organization
  2. lack of visual controls
  3. work area layout
  4. too much space
  5. little consideration of others
25
Q

effects of motion waste (6)

A
  1. searching
  2. waiting
  3. batching
  4. lost time
  5. tiredness
  6. loss productivity
26
Q

causes of defects (4)

A
  1. lack of skill or knowledge
  2. poor design
  3. damage while waiting
  4. rushing
27
Q

Effects of Defects (4)

A
  1. extra resources for inspection and rework
  2. delays
  3. warranty claims
  4. unhappy customers
28
Q

causes of over processing (5)

A
  1. lack of knowledge
  2. no standard work
  3. failure to know what the customer wants
  4. trying to please everyone
  5. not understanding the business
29
Q

Effects of over processing (5)

A
  1. long lead times
  2. reduced profit
  3. highly variable results
  4. arguments amongst employees
  5. dissatisfied clients
30
Q

Causes of Reprioritization (5)

A
  1. too much work in progress
  2. poor planning
  3. overproduction
  4. lack of synchronization
  5. poor communication
31
Q

Effects of reprioritization (3)

A
  1. lost time
  2. client/employee frustrations
  3. added costs
32
Q

Causes of Employees (4)

A
  1. no time to improve
  2. no mechanism
  3. belief they don’t know enough
  4. internal strife
33
Q

Effects of Forgetting about employees

A
  1. lost opportunities
  2. lowers morale
  3. builds barriers
  4. reduces the change of getting a better solution
  5. may not identify all the issues
  6. no buy into change

Lean With Chuck (2 decks)

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