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Lean 101 Awareness Overview > Menlo Lean 101-103 > Flashcards

Menlo Lean 101-103 Flashcards

1
Q

Why change?

A

So that improvements will be a result of internal factors before it becomes a result of external factors

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2
Q

Name the five internal factors:

A

Strained Finances, Performance, Changes in leadership, Technology and Growth

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3
Q

Name the five external factors:

A

Economic Forces and Competition, Technology, Regulatory/Political, legal changes and Social

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4
Q

Name the three competitive risks for the future:

A

Market Conditions
Competitors
Increased Customer expectations

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5
Q

Give six ways how lean will benefit me:

A 
Over-burdened workloads
stop firefighting
Effective meetings and teamwork
Clearer objectives
improved quality
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6
Q

What are the 7 processes for change:

A 
Acknowledge the crisis
Create a vision
Create a partnership
Create Commitment
Leadership involvement
Create s sense of urgency
Drive Results
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7
Q

Name 5 Lean Strategic Lean House initiatives:

A 
Sustain and advance lean globally
Improve Cash Flow
Develop Advanced Lean Leaders
Reduce planned administrative Cost
Improve Globalized STSU process
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8
Q

Name the 5 components of the Lean Vision:

A 
Customer
Culture
Leadership
Associates
Process
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9
Q

Name the 5 levels of Lean maturity:

A 
Awareness
Basic
Stabilization
Growth
Maturity
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10
Q

Name 4 reasons why we use Lean:

A

System is proven
It is for our success
It drives from the customers perspective
It promotes our long term vision

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11
Q

What is JIT?

A

Just In Time manufacutring

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12
Q

What is Jidoka?

A

Intelligent Automation with built in quality

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13
Q

Name the 4 steps of Jidoka:

A

Detect the error
STOP
Fix or correct the condition and
find the root cause and countermeasure

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14
Q

What year did Toyoda automate?

A

1926

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15
Q

What year did Toyota motor company form?

A

1930

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16
Q

When did Toyoda study Lean from Demming?

A

1950

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17
Q

What year was the NUMMI Formed?

A

1984

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18
Q

What does NUMMI stand for?

A

New United Motor Manufacturers Inc.

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19
Q

When did Toyota import its first car into the US?

A

1965

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20
Q

When was Lean production introduced to the world through “The Machine That Changed the World”?

A

1993

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21
Q

Who wrote the book “The Machine That Changed The World?

A

Massachus Institute of Technology MIT

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22
Q

When did Toyota become the most profitable Carmarker in the world?

A

2006

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23
Q

What is Lean?

A

Business philosophy of continuous improvement by deploying cross functional teams and small groups to discover, analyze and eliminate sources of waste by using standard Lean principles

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24
Q

What is VOC?

A

Voice of Customer

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25
Q

True or False Customer could be internal or external

A

True

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26
Q

What is Genchi Genbutsu?

A

Go Look, Go See

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27
Q

Name 6 characteristics of Continuous Improvement?

A

Improve the way we add value for the customer
waste discovery and elimination
Everyone takes ownership
using the tools, skills and authority to improve
Teams
Understanding it’s a journey

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28
Q

What is the continuous improvement philosophy?

A

There is always something that can be improved

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29
Q

What is the continuous improvement approach?

A

Proactive vs reactive

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30
Q

What is the continuous improvement idea?

A

start by managing and improving your own job

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31
Q

What does MUDA mean?

A

Waste

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32
Q

What does MURA mean?

A

Unevenness

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33
Q

What does MURI mean?

A

Overburdening

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34
Q

Name the 3 MU’s of waste:

A

MUDA, MURA, and MURI

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35
Q

Name 7 + 2 primary waste:

A 
Inventory
Overproducing
Overprocessing
Over engineering
Motion
Transport/Transfer
Defect
Unused employee creativity
Waiting
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36
Q

Define Gemba:

A

It is the place where truth can be found

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37
Q

What method should be used? on a Go Look, Go See

A

5 Why Root Cause

38
Q

What is the foundation of Lean?

A

Stability

39
Q

What are the 4 M’s of Lean Stability?

A

Manpower
Method
Machine
Material

40
Q

What is Value Stream?

A

all the activities a company must do to design, order, produce, deliver and service the customer

41
Q

What is process?

A

a specific sequence

42
Q

Name 4 mapping formats:

A

Process
Value Stream Map
Swim Lane Process Map
Spaghetti Diagram

43
Q

Name 6 Value Stream Goals:

A 
Reduce Lead-times
Reduce Inventory and overall cost
Improve Quality
Identify Waste
continuous improvement
44
Q

Name the 2 type of Kaizen:

A

Flow

Process

45
Q

What is process Kaizen?

A

Elimination of waste

46
Q

What is Flow Kaizen?

A

Value Stream Improvement

47
Q

What is VA?

A

Value Added or process time

48
Q

What is NVA?

A

Non Value Added or wait time

49
Q

What is NNVA?

A

Necessary Non Value Added

50
Q

Define transport/transfer waste:

A

the unnecessary transportation of parts and/or information

51
Q

Define waiting waste:

A

idle or not engaged in value added activity

52
Q

Define inventory waste:

A

holding of excess product/information, materials or supplies

53
Q

Define defect waste:

A

to work over again, to revise, to repeat a process in order to correct a error

54
Q

Define overprocessing waste:

A

working beyond what is needed to satisfy the customer. unnecessary steps in processing
ex. customer requires one label, but process puts two labels

55
Q

Define Motion waste:

A

movement of people or equipment that does not add value to the process

56
Q

Define overproduction waste:

A

producing more than what is required to meet actual demand of the customer. Making a few extra just incase.

57
Q

What is volume data?

A

Historical data over extended periods of time

58
Q

What is performance data?

A

Actual operating performance information not projected or goal

59
Q

What is customer data?

A

information that defines customer requirements

60
Q

What is system data?

A

Information that clearly captures systems abilities and constraints

61
Q

What is a S.M.A.R.T. target?

A

Specific, Measurable, Attainable, Relevant and Trackable

62
Q

What is strategic tracking?

A

alignment of goals and objective across the organization

63
Q

Fact based decisions require what:

A

Facts

64
Q

Name 3 elements of catchball communications:

A

Open to key ideas from the customer
All stakeholders are involved
Sound structure for continuous improvement

65
Q

What is the visual management triangle

A

We see together
We know together
We Act together

66
Q

Give 4 things that visual management must be:

A

Big enough to see
easy to understand
Important
drive improvement

67
Q

What does SQCDM mean?

A

Safety, Quality, Communications, Delivery, and Morale

68
Q

What is 5S?

A

Discipline and control over daily activities

69
Q

Name the 5S in order:

A 
Sort
Set In Order
Shine
Standardize
Sustain
70
Q

What is sort?

A

separating the necessary items from the unnecessary items

71
Q

What is Set In Order?

A

arrange all items remaining after the sort in an orderly manner

72
Q

What is Shine?

A

Clean equipment, tools, machines, desktop, walls, floors

73
Q

What is standardize?

A

making cleaning and checking a routine

74
Q

What is sustain?

A

Self discipline and commitment to keep doing the previous 4S’s

75
Q

Sort usually begins with what?

A

Red Tag Campaign

76
Q

How do you set up a email reference system?

A

Sort: Emails into Action or Reference

77
Q

How do you Set In Order email?

A

4D’s Delete It, Do It, Delegate It, Designate time for it.

78
Q

What is Heijunka?

A

Workload leveling

79
Q

What are the 3 laws of Operational System:

A

Bad Systems defeat Good people
Local Heroes produce weaker Operational systems
We are all connected

80
Q

Name 3 principles of Process Management

A
  1. Reliable results come from reliable processes
  2. Improved results come from improved processes
  3. Teamwork is mandatory
81
Q

What is Kaizen?

A

Mind set of continuous improvement
Small consistent changes
Problem solving/process improvement method

82
Q

What is the heart of Kaizen?

A

PDCA

83
Q

Name the 7 steps of Kaizen:

A 
Theme
Grasp the situation
develop a plan
carryout a plan
Check the plan
Take Action
Conclusions
84
Q

Name 4 type of A3’s:

A

Problem Solving/Process Improvement
Information
Status
Proposal

85
Q

Define continuous flow:

A

aligning materials, manpower, machinery and methods

86
Q

What does Takt mean?

A

Tempo, Pace of meeting customer expectation

87
Q

Failure to implement pull will result in what?

A

Too much inventory

Not enough Inventory

88
Q

What produces only what the customer demands?

A

Pull Systems

89
Q

What is built in quality?

A

doing the right thing the first time.

90
Q

What is Poka-Yoke?

A

Avoiding Error

Lean 101 Awareness Overview (1 decks)

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