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ProKit Exam 1 > Human Focused Methods > Flashcards

Human Focused Methods Flashcards

1
Q

What is the purpose of avoiding waste?

A

To get high productivity of resources (equipments and people) and adhere to the business plan where paybacks of investments are expected.
However: paybacks are not guaranteed. Thus, weak points must be identified.

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2
Q

Human focused methods

A

maximize the operational efficiency of people

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3
Q

Human Focused Methods- Assembly

A

Standard principles & LCC
TOS Multi Moment Analysis
Spaghetti Diagram
MTM analysis/ C-Values
Job element detailing, analysis, optimization
Calculation of customer takt time, takt time, cycle time
Reduction of waste and variability via time balancing
Buildup of a Yamazumi board, presentation of value add, waste etc.
Integration of Yamazumi board in CIP Process
Considering assembly sequence and dealing with variants
Optimal station layout
Flexible work system

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4
Q

Analysis phase within a project..

A
  1. clarity about the project target
  2. generate process overview
  3. build hypothesis for analyzing
  4. choose analysis methods
  5. summarize analysis results and derive optimization approach
  6. ensure effectiveness of optimization with measurable KPIs
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5
Q

Balancing analysis methods

A

Chalk circle analysis
5-cycle-check

TOS multi-moment analysis
Spaghetti diagram

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6
Q

What is the first step of analysis of the current situation?

A

apply balancing analysis methods to collect data

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7
Q

Yamazumi board

A

Timewise distribution corresponds with the different work elements according to the following categories:
Value-adding
Non-value-adding
Waste

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8
Q

Engineered hours per vehicle (eHPV)

A

the key performance indicator eHPV measures the design-related work content of a vehicle and is the responsibility of Planning (calculated time value from production planning).

eHPU ≈ value adding work
eHPU: a unit of a truck (e.g. an engine) is considered

***eHPV: a whole vehicle is considered

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9
Q

manufacturing variable (mv)

A

mv is the abbreviation for manufacturing variable.
The key performance indicator mv measures the non-design-related work content of a vehicle.
mv consists of all the non-planned activities in which are performed in order to manufacture the vehicle, but do not increase the value (exceeding time from production planning).
mv ≈ waste + non-value add work
Example: tool handling, searching, unwrapping

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10
Q

How is HPU calculated?

A

paid hours of attendance/ produced units

operations done to produce a product

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11
Q

If you want to improve HPU, what can you do?

A

automation
increase output
Reduce paid hours of attendance
increase output with same amount of employee produce same amount of units with fewer employee

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12
Q

Why is automation improving HPU but not the actual process?

A

Automation itself does neither improve effectiveness nor efficiency.

Automation leads to fewer workers, meaning fewer paid hours of attendance, which improves the KPI, but the process itself is not improved.

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13
Q

MV is the abbreviation for what?

A

Manufacturing vehicle

example- parts handling

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14
Q

What does eHPV measure?

A

The design-related work content of a vehicle and is the responsibility of Development.

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15
Q

What observations can be made with a chalk circle analysis?

A

People waiting
People walking
Material handling
Dirty workplace

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16
Q

What are the benefits of the 5-cycle check?

A

On site evaluation of standards

Identifying deviations of the standards

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17
Q

What is needed to prepare for a TOS multi-moment analysis?

A

Determine clusters

Define observation time fractions

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18
Q

What other methods are used to determine the cycle time more exactly?

A

Measurement on the line (stopwatch)
Work preparation (planned values)
MTM/C-values (standardized time values from production planning)

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19
Q

What is true about a spaghetti diagram?

A

It is easy to prepare.
The observers need to participate in a preparation workshop.
The outcome of the Spaghetti diagram is the quantitative and qualitative evaluation of walking distances.

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20
Q

What do you need to consider for a yamazumi board?

A

The customer takt is visualized on the Yamazumi Board.
The different work elements (waste, required but non-value adding activities, value-adding activities).
All operation steps are shown, distinguished whether they are VA or NVA.

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21
Q

How do we identify weak spots?

A
  1. Equipment focused methods

2. Human focused methods

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22
Q

Analysis methods should be applied when?

A

a target-oriented and hypotheses driven way! The target is to identify the waste within the process.

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23
Q

Define waste

A

Work or application of resource that does not add value to the product
Motion
Walking distance optimization, material supply
Waiting times
Optimization of work scopes, multiple machine operation
Rework
Standardized work, problem solving process
Repackaging
Direct pick up

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24
Q

Define value add

A 
work or application of resource that directly increases the value of the product from the customers POV
Screw
Tighten screws
Clipping
Clip chain, no individual pick up
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25
Q

Define required non value add

A 
does not add value but is necessary for the product performance
Getting in and out
Helping devices, e.g. swivel seat
Unpacking
Elimination of packaging
Temporary fixation
Fixing point, anti-twist protection
Manual alignment
included mechanical adjustments (Poka Yoke)
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26
Q

What is a chalk circle?

A

Observation of the process over multiple cycles.

Ensures process understanding and indicates initial improvement potentials.

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27
Q

What is station layout analysis?

A

Comparison with the planning status.

Depiction of the current station layout as a basis for spaghetti chart and time balancing.

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28
Q

What is a walking distance diagram

A

Recording of walking distances over multiple cycles in order to make waste in the work procedure and layout transparent and measurable.

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29
Q

What is a standard principles check?

A

Check station for implementation of the applicable standard principles.
Indicates weak points in the implementation of lean processes.

30
Q

What is a multi momement analysis?

A

Recording of the frequency of individual activities in the process.
Combination with the timing of the process is optionally possible.
Indicates percentage waste and value addition for potential estimation.

31
Q

What is video analysis?

A

Recording of process procedures (e.g. robot) and evaluation of the composition of the process in waste and value addition.

32
Q

What is a standard work combination table?

A

Recording and analysis of human-machine links.

33
Q

What is a 5-cycle check?

A

Measurement of cycles in order to obtain lessons learned about process stability and capability.
Using videos or stopwatch.

34
Q

What is part of a combined station analysis?

A

• Chalk circle • Spaghetti Diagram • TOS Multi Moment Analysis

35
Q

What is NOT a part of a combined station analysis?

A

• Yamazumi Board • OEE analysis • Fishbone graph

Combined station analysis provides data to the yamazumi

36
Q

What statements regarding eHPV and MV are true?

A
  • MV is the abbreviation for Manufacturing Variable.
  • The key performance indicator eHPV measures the design-related work content of a vehicle and is the responsibility of Planning/ Development.
  • Parts handling is one example for MV.
37
Q

Why should you use balance optimization?

A 
In order to: 
increase effectiveness (increase output with same input) or 
increase efficiency (same output with less input) for production lines
38
Q

How should balance optimization be done?

A

It can be done for either initial planning of a line or for rebalancing an existing production line. Eliminate waste and utilize your time saving according on project targets:
Increase of effectiveness: reduction of takt time
Increase of efficiency: reduction of manpower

39
Q

What are the four steps of line balancing?

A
  1. Assess actual situation
  2. Eliminate waste
  3. Balance work content
  4. stabilize
40
Q

Imagine your target is to increase effectiveness. What is the target of your line balancing activity?

A

• Reduce takt time • Reduce waiting time

After the optimization the same number of workers can produce more output in their working time as a shorter takt time leads to more produced output over the complete working time (day/shifts etc.).

41
Q

What is the input and output of increasing efficiency?

A 
Output constant (takt time remains the same)
Input decreases (lower number of employees)
Efficiency = do things right.

Target:
Minimal manpower allocation for a fix takt time (fewer workers produce the demanded output)

42
Q

What is the input and output of increasing effectiveness?

A 
Output increases 
(shorter takt time)
Input constant (number of employees remains the same)
Effectiveness = do the right things.
43
Q

What are typical triggers for line balancing activities?

A
  1. change in product demand
  2. product changes and optimizaitons
  3. Need for highly flexible work systems
44
Q

What principles are followed in the case of line balancing?

A

Elimination of waste in the processes

Streamlining by changing the workflows

45
Q

How can Line balancing be used for increasing efficiency?

A

Minimal manpower allocation for a fix takt time (fewer workers produce the demanded output)

46
Q

When should takt time be calculated?

A

akt time should be calculated as early as possible in the diagnosis phase (i.e. in the actual value stream) as all considerations regarding system design concentrate on the takt time.

47
Q

How can line balancing be used for increased effectiveness?

A

shorter takt time as optimization achievement

The reduction of waste in the process unveils room for the increase of effectiveness: After the optimization the same number of workers can produce more output in their working time as a shorter takt time leads to more produced output over the complete working time (day/shifts etc.).

48
Q

How is line balancing involved when demand decreases?

A

If demand decreases, the number of workers that are required in order to fullfil the customer demand, could be reduced by applying line balancing activities.

49
Q

How is line balancing involved when demand increases?

A

f demand increases, line balancing may be used in order to optimally utilize a higher number of workers, which are needed to cope with a shorter takt time.

deally, balancing activities are supported by a flexible manpower system which allows to flexibly allocate human workforce to a process aligned to the actual demand.

50
Q

Which statements regarding increasing effectiveness through line balancing are true?

A
  • With a decreased demand, the customer takt automatically increases.
  • The positive effects of process optimization are used to increase the output (created by the use of constant manpower).
51
Q

What are the objectives of assembly sequence?

An assembly sequence chart displays assembly/process steps and their sequences/interdependencies.

A

Assembly sequences are used…

– in new projects for the specification of alternative installation sequences depending on the product design.

– during line balancing in order to define the material sequence and identify flexible production content (in the installation sequence).

– for specification of the material provision location for logistics.

52
Q

What is the target of implementing an optimal station layout?

(Optimal station layout means that a certain process is supported by the layout in the best possible way (high efficiency / effectiveness / flexibilty of the process)

A

reduction of waste as well as ensuring a suitable flexibility in order to cope with variable demands.

53
Q

What does optimal station layout mean?

A

a certain process is supported by the layout in the best possible way (high efficiency / effectiveness / flexibilty of the process).
For the determination of an optimal station layout it is important to consider several aspects of the process and to deal with partly interfering requirements (manual handling, ergonomy, logistics, process flow, process quality/stability).

54
Q

TOS+ builds up on which principle?

A

Line back principle
The assembly of trucks is the center of all value creation for the customer and the starting point for process optimization
TOS+ aims to push waste back from the assembly line step by step
This can cause an increase of waste in other areas (necessary but not value creating: e.g. logistics)
Following the optimization of assembly lines activities for process optimization need to be continued in those areas
In the overall system non-value adding tasks get eliminated inside out

55
Q

What is the Term ‘Line Back Principle’ referring to?

A
  • Sequence of process optimization activities
  • Focus on minimization of waste at the point of value creation
  • Improving the whole process chain step by step
56
Q

For realization of the TOS+ Principles, the implementation of the which principles are necessary?

A

Assembly principles

  1. reduce mv and optimize eHPU
  2. minimize travel
  3. material 1-point pick-up
  4. pre-assembly layout (fishbone)
  5. continuous flow
  6. standard working methods
  7. Ergo
  8. fixed takt and output flexibility
  9. single cycle assembly
  10. time balancing
  11. one man process
  12. prevent mutual hinderance
  13. tools and machinery
  14. apply finish scopes of work
  15. q-alarm and q-stop
57
Q

The overall layout of truck assembly should be based on what?

A

the overall layout of a truck assembly is based on a fishbone-like connection of sub-assembly stations with the main assembly line

58
Q

What is a fishbone diagram?

A

The fishbone pattern is not only used for organizing an optimal production layout but also in the context of quality management where cause-and-effect diagrams are applied in order to analyse root causes of process issues.

  • -smooth, synchronized production over the whole process chain
  • -Delivery of purchased parts and sub-assemblies in a synchronized sequence
  • -Pull production with demand oriented, high-frequency material supply in small quantities
  • -No buffer inside the production line, direct connection of sub-processes to the main line in one-piece flow
  • -Continual product flow without buffer and maximum flexibility
  • -Production in customer takt in all production steps
  • -Minimized order lead time, shorter than customer expectation
  • -Material flow routes are short and do not cross
59
Q

*ideal = northstar target means?

Referenced an ideal* station layout

A

difficult to achieve, but getting closer with every continuous improvement loop

60
Q

Which of the following TOS+ principles are part of the 15 standard assembly principles?

A
  • Reduce mv and optimize eHPV
  • Fixed takts & output flexibility
  • Pre-assemblies and Ishikawa layout
  • Time balancing
61
Q

What is true about a lean conformity check (LCC)?

A
  • Project area employees understand where to increase efforts to foster Lean
  • An LCC is a quick overview about the maturity level rearding the implementation of Lean Principles
  • An LCC can give directions for improvement activities in optimization projects
62
Q

What is false about a LCC?

A
  • The LCC evaluates the TOS+ Assembly Principles

* An LCC needs to be done before every project

63
Q

What should be achieved by implementing a fishbone layout for assembly?

A
  • Pull system for production
  • Minimal inventory within production line
  • No interfering of transportation ways
64
Q

When is a station layout optimization to be performed in a Lean Project?

A
  • Design phase of the project
  • Implementation phase
  • Stabilization phase
65
Q

What do you need in preparation for a multi-moment analysis?

A
  1. Determine Clusters

2. Define observation timeframes

66
Q

What is true about a spaghetti diagram?

A
  1. It is easy to prepare
  2. The observers need to participlate in a preparation workshop
  3. The outcome of the spaghetti diagram is the quantitative and qualitative evaluation of walking distances
67
Q

What is a part of the combined stationed analysis?

A
  1. chalk circle
  2. spaghetti diagram
  3. TOS MMA’

(station layout, standard principles check, video analysis, 5 cycle check, SWCT)

68
Q

What do you need to consider for a Yamazumi Board?

A
  1. The different work elements (waste, required but non-value adding activities, value-adding activities).
  2. All operation steps are shown, distinguished whether they are VA or NVA.
  3. customer takt is visualized on the yamazumi
69
Q

Imagine your target is to increase effectiveness. What is the target of your line balancing activity?

A

Reduce takt time

Reduce waiting time

70
Q

Which statements regarding increasing effectiveness through line balancing are true?

A
  1. The positive effects of process optimization are used to increase the output (created by the use of constant manpower).
  2. With a decreased demand, the customer takt automatically increases.
71
Q

What is the Term ‘Line Back Principle’ referring to?

A

Focus on minimization of waste at the point of value creation

Improving the whole process chain step by step
Sequence of process optimization activities

72
Q

What should be achieved by implementing a fishbone layout for assembly?

A

Pull system for production • Minimal inventory within production line • No interfering of transportation ways

ProKit Exam 1 (7 decks)

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