Exam 1

Question 1

Overall aim of lean production

Answer 1

Eliminate waste & add value

Question 2

Visibility

Answer 2

Easy-to-see schedules, instructions, goals, and inventories

Assist in controlling production and spotting waste

Question 3

Cycle timing

Answer 3

Regularity, repetitiveness, recurrent cycles, standardization
Assists planning and scheduling

Question 4

Agility

Answer 4

Ability to readily switch between different products. Enables inexpensive changeovers

Question 5

Variation reduction

Answer 5

Reduce process variation and schedule variation

Question 6

Measurement and data based thinking

Answer 6

Collect data, identify problems, set goals, find and implement solutions, evaluate, repeat

Question 7

Standardize

Answer 7

Determine best way, then set standards and enforce conformance to standards

Question 8

TQM

Answer 8

Total quality management

Improvement through achieving or exceeding customer wants and needs

Question 9

TQM process

Answer 9

• Quality of design: customer involvement and benchmarking
• Quality of conformance: supplier relationships and employee involvement
• Quality of performance: product or service and follow up and customer support

Question 10

Six Sigma

Answer 10

A systematic methodology to reduce process variation all based on data

• goal is to improve quality and reduce waste through reducing variation
• project oriented and relies on experts
• define, measure, analyze, improve, control

Question 11

Why does six sigma not equal lean production

Answer 11

• lean production is continuous and centered on workers while six Sigma is project oriented and relies on experts
• without six Sigma you can eliminate waste but can’t produce products customers want
• without lean you know what customers want but you can’t produce competitively

Question 12

Demings 14 points (first 7)

Answer 12

1 create consistency of purpose
2 adopt the new philosophy
3 build quality into the product stop depending on inspection
4 build long-term relationships based on performance not price
5 continuously improve product quality and service
6 start training and retraining
7 emphasize leadership

Question 13

Constraints for Toyota

Answer 13

Shortage of capital, shortage of markets, shortage of workers

Question 14

Process improvement cycle (PDCA)

Answer 14

• Plan: collect data and define the problem (use 5 Why analysis), state goal, develop solution, prepare plan
• Do: implement plan
• Check: monitor and measure results, compare to goals
• Act: take appropriate action, either keep plan and expand it, revise the plan, or dump the plan and try something else
• RETURN TO PLAN*

Question 15

Value analysis

Answer 15

Make sure all work is value added or necessary

Question 16

Magnificent Seven (basic problem solving tools)

Answer 16

• cause and effect diagram
• check sheet
• histogram
• scatter diagram
• flow chart
• Pareto diagram
• control chart

Question 17

Cause and effect diagram

Answer 17

• purpose is to identify and categorize causes for a pre-defined effect
• brainstorming is important
• stimulates active search and motivates data collection

Question 18

Check sheet

Answer 18

Unique and customized for each situation

-easy to interpret

Question 19

Histogram

Answer 19

Shows distribution or frequency

• breaks defects into categories and counts them to see where attention is needed the most
• sometimes reveals a pattern

Question 20

Scatter diagram

Answer 20

Shows relationship between two variables

-can draw a best fit line to understand patterns

Question 21

Flow chart

Answer 21

Important to document all the steps in order to see if there are any unnecessary steps or muda

Question 22

Pareto diagram

Answer 22

Separate the “vital few” from the “trivial many”

- three axis graph that rank orders defects

Question 23

Control chart

Answer 23

Shows limits as determined by statistical formulas and processes variation
-run diagram also assesses patterns in variation

Question 24

Data collection and analysis

Answer 24

Before saying or doing anything, collect the data to get the real facts
-do not rely on hunches, perceptions, or preconceptions

Question 25

Waste

Answer 25

Anything beyond the min amount of resources absolutely necessary to add value to a product/service

Question 26

Value-added

Answer 26

Anything that directly adds to the value of a product/service from the perspective of the customer

Question 27

Non-value added

Answer 27

Waste and should be eliminated

Question 28

Necessary non-value added

Answer 28

Non-value added but necessary and hard to eliminate

Question 29

Toyota’s seven wastes (+1)

Answer 29

-overproduction -waiting time -transportation -processing -inventory -motion (non-work) -defects +1 -non utilized human talents

Question 30

Worst waste

Answer 30

Overproduction because it leads to other wastes (ie inventory) -counter measure: JIT (just in time)

Question 31

The waste of processing can be improved by

Answer 31

Creating a flow chart that will help you see value-added activities, implement “Gemba” and recognize where creation occurs

Question 32

What waste is the root of all evil in lean production?

Answer 32

Inventory: costs money to keep and hides defects, takes up space -must eliminate reasons for inventories such as produce only what is required/demanded, produce in small batches, follow standard work, eliminate breakdowns

Question 33

Examples of necessary but non-value added activities

Answer 33

- planning - scheduling - purchasing - quality inspection - change over - transportation

Question 34

Kaizen Events

Answer 34

A team effort dedicated to implementing lean tools and practices in a targeted area -completely unique

Question 35

Purpose of Kaizen Event

Answer 35

- understand and evaluate the current situation - identity areas of opportunity - modify the existing process - implement new standard work - give a final prez to senior management

Question 36

PDCA and Kaizen

Answer 36

- Plan: select a team leader, a team, define the scope, set dates, set objectives, notify management, and provide info to team membs - Do: conduct event with a kick off and providing training of new procedures - Check: take pics, manage daily improvements, document, quantify results - Act: sustain, revisit, or redo

Question 37

VSM (value stream mapping)

Answer 37

Determinen the flow of physical items through process maps with data added -this is the one where he stresses the use of post-it’s

Question 38

VSM Steps

Answer 38

1) define customer value and the process (Val added/waste) 2) create the “current state” VSM by gathering data 3) determine opportunities for improvement 4) create a “future state” map 5) create action plans to move towards future state

Question 39

5S

Answer 39

1) sort: deciding what’s needed and what’s not 2) straighten: having a place for everything, logical or functional schema 3) scrub/shine: cleaning, identifying abnormal or potentially problematic situations 4) standardize: having an underlying system of principles for maintaining the first three S’s 5) sustain: taking responsibility for maintaining the workplace ... 6) safety: added by some companies Process of continuous improvement as is moves through these 5 steps

Question 40

Benefits of 5S

Answer 40

- eliminates need to search for items - reduces probability of errors - increases productivity - improves quality - ensures shorter response time - improves moral - improves appearance and professional image of workplace

Question 41

Small Lot Production’s benefits

Answer 41

- shorter lead time - smaller WIP - fewer defects - greater scheduling flexibility BUT involves more handling and set up so to realize these benefits one must reduce time/cost of them

Question 42

Benchmarking

Answer 42

Researching competitors me products, processes, and performance in order to create a set standard to understand the competitors’ best practices -best used by Xerox in developing cost-effective design for printer

Question 43

Concurrent Engineering

Answer 43

Idea of a multifunctional team that is able to design and develop a product for manufacture, as the goal is to make a product as least costly as possible - Motorola did this by putting engineers on the factory floor to identify problems fast and solve them for the future - Xerox got all functions of the business (even supplies) involved - Hewlett-Packard has all teams work cross functionally

Question 44

Employee involvement

Answer 44

Companies getting employees involved not only in the direct product but in there fellow workers as well - Allen Bradley helps employee form relationships with one another to understand why they should act as efficiently as possible - Motorola taught ee’s to fully understand what they were building to gain full picture as well

Question 45

Supplier involvement

Answer 45

Shifts a company’s view of the supplier into more of a partner - Motorola shared manufacturing expertise with suppliers and provided training to cut JIT deliveries - Allen Bradley have their suppliers opportunity to see the assembly process to understand the importance of JIT deliveries - Xerox helped their suppliers develop the quality and lower the cost of their products and focused on key suppliers in order to reduce # from 5000–>300