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MME 4492 - Zach > Prod. Unit 5-8 > Flashcards

Prod. Unit 5-8 Flashcards

(51 cards)

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1
Q

Formal Definition of Setup

A

The elapsed time between making the last
good part of item A to the first good part of
item B. (Time to swap machine).

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2
Q

Benefits of setup reduction

A
  • Better quality
  • Lower cost (time is $)
  • Better flexibility
  • Better worker utilization
  • Shorter lead time and more capacity
  • Less process variability
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3
Q

What does SMED Methodology stand for, and what is it?

A

Single Minute Exchange of Dies

  • Identify setup steps (i.e internal vs external)
  • Trend towards 0 setup (i.e external better than internal)
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4
Q

What are the 4 types of setup?

A

Type 1:
Retrieving and checking stuff before and after setup.

Type 2:
Changing tooling before/after a batch.

Type 3:
Changing machine settings/calibration.

Type 4:
Making a test part for validation.

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5
Q

Which one of the setup types is mostly external?

A

Type 1 setup

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6
Q

How to Improve Internal setups

A
  • Parallel setup tasks
  • Quick-attachment devices
  • Eliminate adjustments
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7
Q

How to Improve External setups

A
  • Store fixtures, etc., near machine (minimize
    travel)
  • Prepare setup kits and carts
  • Improve material handling
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8
Q

How to reduce setup

A
  • Reduce or eliminate differences in parts
  • Combine parts or steps
  • Dedicate machines to one part
    – Many dedicated low-cost machines vs. one large
    expensive machine (monument)
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9
Q

How to calculate MTTR (Mean Time To Repair)

A

repairs

total repair time /
number of repairs

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10
Q

What does Total Productive Maintenance emphasize?

A

Proactive maintenance and prevention of breakdowns

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11
Q

How to calculate mean time between failure (MTBF)

A

total running time /
number of repairs

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12
Q

How to calculate availabiility (A)?

A

Time actually running / Planned running time

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13
Q

How to calculate rate efficiency (RE)?

A

RE = (units made * actual cycle time) / actual running time

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14
Q

How to calculate speed efficiency (SE)?

A

SE = design cycle time / actual cycle time

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15
Q

How to calculate performance efficiency (PE)?

A

PE = SE*RE

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16
Q

What is quality rate / yield (Q)?

A

% of good parts

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17
Q

How to calculate overall equipment effectiveness (OEE)?

A

OEE = APEQ

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18
Q

7 elements of Preventative Maintenance (PM) plan

A

Elements of a Preventative Maintenance (PM) program
1. Operate at reduced capacity and to standards
2. Maintain equipment
3. Keep equipment and area clean and
organized
4. Monitor equipment daily
5. Schedule time for PM
–>(PM once a day, allow 15-30mins at start or end of shifts)
–>(More as needed)
6. Manage equipment information
–>Track maintenance stats (breakdowns, cost)
–>(PM procedures/schedule)
7. Use predictive (on demand) maintenance
–>(I.e infrared/ultrasound sensors)

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19
Q

Recall ways of doing work in factories and their relationship with volume and cost per unit

A

(Highest volume, lowest cost)
-Continuous
-Mass production
-Batch production
-Job shop
-Project
(Lowest volume, highest cost)

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20
Q

What is a Fixed Position, Process, and Product layout?

A

You guessed it, its in the name!

Fixed Position Layout
–product cannot be moved
Process Layout
– machines grouped by process
Product Layout
– linear arrangement of workstations to make product

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21
Q

In general some differences between Process and Product layouts

Study These Flashcards
A

Product: Higher volume, standardized, efficient

Process: Lower volume, more variable and flexible, general purpose

22
Q

How to setup Cellular Layouts?

Study These Flashcards
A

 Identify families of parts with similar flow paths
 Group machines into cells based on part families
 Arrange cells so parts movement is minimized
 Locate large shared machines at point of use

23
Q

Should you make steps the same if you can?

24
Q

Focused Factory Layouts

Study These Flashcards
A

Just run the examples man

  • Focused flow lines
    – When parts in family have nearly the same process
    sequence and processing times
  • Workcells
    – More flexible, when parts have greater differences
  • Focused workcentres
    – Used when it’s not practical to rearrange machines
    – Individual machines are dedicated to particular families
25
What is push production
Centralized scheduling for all machines, just shoves shit to the next one
26
What is Batch and Queue Production?
* A variety of jobs are processed, each using different parts of the factory * Many orders and competition for ressources The variety of jobs necessitates... * Good planning, scheduling and monitoring
27
Objectives of Scheduling
You guessed it, common sense * Meet customer due dates * Minimize job lateness * Minimize lead time * Minimize overtime * Maximize machine or labor utilization * Minimize idle time * Minimize work-in-process inventory
28
How to analyze queuing systems?
* Queuing theory – Mathematical models of simple systems – Based on probability theory * Discrete-event simulation – Simulate the system by generating random events based on given probabilities – Used for complex (and realistic) systems
29
Some issues in batch production with scheduling and lead times
-Lead times hard to predict accurately bc they are dependent on all the various active orders going on -Uncertainty in orders leads to more conservative lead time estimates -This makes scheduling suck balls
30
What is pull production
Last station/operation 'orders' parts and sends a signal to stations or processes feeding into it, no parts wait around and only the final step is scheduled
31
Conditions for pull production
* Continuous, stable demand * Uniform (level) production schedules * Short setup times * Limited product variety * Continuous flow * Equipment must be reliable
32
Is having a small amount of buffer stock important for pull production?
Yes, otherwise orders get delayed, as you wait for stuff to move upstream
33
What is a Kanban
Something, (can literally be anything) to signal downstream to make stuff
34
Rules of Kanban
1. Downstream operations withdraw only the quantity of items needed from upstream operations. This quantity is controlled by the number of cards 2. Each operation produces items in the quantity and sequence indicated by the cards 3. A card must be attached to a container. No withdrawal or production is permitted without a Kanban 4. Only non-defective items are sent downstream. Defective items are withheld and the process stopped until the source of defectives is remedied. 5. The production process is smoothed to achieve level production. Small demand variations are accommodated in the system by adjusting the number of cards. 6. The number of cards is gradually reduced to decrease WIP and expose areas that are wasteful and in need of improvement
35
What does Kanban control?
* Kanban card indicates standard quantity of production * Kanban maintains discipline of pull production * Production kanban (empty carton) authorizes production * Withdrawal kanban (full carton) authorizes movement of goods
36
Why have a 2 bin system and what are the names of each bin type?
Helps so if one bin fills up and the station can keep producing and not have to wait for the 1 bin to return
37
How to calculate Reorder point (ROP)
ROP = demand * lead time + safety stock
38
Under what theoretical conditons can safety stock be equal to zero?
* If the demand, D and the lead time, LT are equal, then SS can equal 0. * The greater variability between D or LT, that larger the value of SS
39
In terms of Pull Production, what is meant by lead times?
* Time required to replenish a container * Usually composed of two components – Conveyance time C to move empty container upstream and full container downstream – Production time P to setup and produce required parts
40
How to calculate lead time (LT)
LT = Production time + Conveyance time
41
True or false, the demand is the demand averaged over sometime
Yes, god I hate writing these
42
How to calculate number of Kanbans needed (K)?
K = Reorder point (ROP) / container size (Q)
43
When and why do we split Kanbans into Production and Conveyance Kanbans?
When distance between stations is longer
44
Difference between conveyance and production Kanbans?
Conveyance Kanbans tell the upstream (previous stations) when and how much stuff to move Production Kanbans tell the upstream process when to make more stuff
45
How to calculate conveyance time (C) for Kanbans
C = Idle time at mailbox (station) + time to move upstream + time to move downstream + idle time in downstream buffer
46
How to calculate production time (P) for Kanbans
P = Idle time at mailbox (station) + time to move upstream TO FIRST OPERATION + idle time at FIRST OPERATION + Time to fill container + time to move to downstream buffer + idle time in downstream buffer
47
How to apply continuous improvement to Pull Production
1. Slowly decrease the number of containers until an interruption occurs (or, slowly decrease the units per container) 2. Identify the source of the interruption 3. Increase the number slightly; try to eliminate the cause of the interruption 4. After the cause has been eliminated, return to step 1
48
When does Pull not work?
1. Variable assembly time 2. Lengthy, difficult, unshortenable setup 3. Too many options (too much buffer stock needed) 4. High, unreducible defect rate (too much interruption) 5. Products must be produced in integrated batches for quality control or certification (e.g. pharmaceuticals)
49
Does every process have push and pull
Yes (This is what out tuition goes to)
50
Important to have buy in from people
Yes, having everyone agree to SUPPORT the plan, not the plant itself is important
51

MME 4492 - Zach (1 decks)

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