Production Systems Improvement - Value Stream Management

Front 1

What is Craft Production? What was the problem with it?

Back 1

Craft production: handcrafting each product made.
Problems: no standardization, non-interchangeable parts because each part was unique

Front 2

Who first developed mass production techniques?

Back 2

Henry Ford

Front 3

What is the key to mass production?
What does this make possible?

Back 3

Interchangeable parts

Assembly line

Front 4

What are some characteristics of the mass production work environment?

Back 4

-unskilled workers
-expensive, single purpose machines
-high productivity, low cost
-low product variety
-standardized products

Front 5

What did W. Edwards Demming do?

Back 5

Convinced the Japanese of the importance of quality, and taught them how to achieve it.

Front 6

Who is the "Father of JIT"?

Back 6

Taiichi Ohno of Toyota

Front 7

List some advantages of Lean vs. Mass production

Back 7

- half workforce, space needed, investment in tools, engineering hours
-a fraction of the inventory
-few defects

Front 8

What does a team charter do?

Back 8

It determines what the team will do and how they will do it.

Front 9

What is included in the value stream?

Back 9

Everything between the supplier and the customer.
All steps, value added, non value added, and necessary but non-value added

Front 10

What is the best way to start creating a V.S. Map?

Back 10

Walk around the facility and see for yourself (data and interviews are usually wrong)

Front 11

VSM helps visualize sources of ____ and _____

Back 11

waste and bottlenecks

Front 12

When mapping, you should focus on a _____ rather than mapping the whole plant

Back 12

product family

Front 13

What is a product family?

Back 13

Products that go through similar paths in terms of processes and equipment.

Front 14

What goes in a process data box on a value stream map?

Back 14

Cycle time, changeover time, uptime, available time

Front 15

What is work content?

Back 15

I have no idea but I should learn before thursday

Front 16

What is Kaizen?

Back 16

Continuous improvements - used to find hidden waste

Front 17

What is 5S?

Back 17

The idea that everything has a place, and should be there,clean and ready to use.

Front 18

What is autonomation?

Back 18

Automation with a human touch

Front 19

Benchmarking

Back 19

An approach to identifying a world-class process, then gathering information and applying it within your own company.

Front 20

Buffer inventory

Back 20

Finished goods available to meet variations in customer femand due to fluctuations in ordering patters or takt time

Front 21

Cycle time

Back 21

Time elapsed from beginning to end of a process

Front 22

Extended team members

Back 22

People who provide skills to the core implementation team, but don't help implement

Front 23

Heijunka

Back 23

a.k.a load leveling. Balancing the amount of work to be done in a shift with a capacity to complete the work

Front 24

Heijunka box

Back 24

Physical device for implementing Heijunka. It is divided into slots of pitch increment

Front 25

Jidoka

Back 25

Practical use of autonomation to mistake proof the detection of defects. Uses autonomation to promote flow.

Front 26

JIT

Back 26

Customers recieve only what is neeeded, just when it is needed in the exact amounts needed.

Front 27

Kaizen

Back 27

Small daily improvements performed by everyone with the goal of eliminating waste.

Front 28

Kanban

Back 28

An inventory control card at the heart of a pull system

Front 29

Goal of lean

Back 29

Minimizing waste, maximizing flow

Front 30

Location indicator

Back 30

A visual workplace element that shows where an item belongs

Front 31

Muda

Back 31

aka waste - anything in a v.s. that adds cost or time without adding value

Front 32

Pack out quantity

Back 32

A small batch equal to the number of parts that can be moved throughout the value stream to ensure an efficient flow.

Front 33

Pitch

Back 33

The amount of time require for an upstream operation to release a predetermined pack out quantity of WIP to a downstream operation.

Front 34

Project champion

Back 34

The person with the authority and responsibility to allocate teh organization's resources during the life of the project.

Front 35

Red tag

Back 35

A label in 5S that identifies something unneeded or in the wrong place.

Front 36

Runner

Back 36

A worker who ensures that pitch is maintained

Front 37

Safety inventory

Back 37

Finished goods able to meet customer demand when internal constraints or inefficiencies disrupt process flow.

Front 38

Standardized work

Back 38

An agreed upon method for a procedure, maximizing human performance

Front 39

Supermarket

Back 39

A system used to store a set level of finished goods inventory of WIP and replenish what is pulled to fulfill customer orders. Used when continuous flow can not be done.

Front 40

Takt image

Back 40

The vision of an ideal state in which you have eliminated waste and improved the performance of the value stream to the point that it is possible to achieve one piece flow

Front 41

Takt time

Back 41

The time req'd between completion of successive units of end product.

Takt = time available for production / total customer requirement

Front 42

What goes in a team charter?

Back 42

Mission, team member roles, scope of team's responsibility, list of metrics and targets, list of deliverables

Front 43

Total cycle time

Back 43

Total of the cycle times for each operation

Front 44

What are the 5 steps in 5S?

Back 44

Sort, Set in order, Shine, Standardize, sustain

Front 45

What are the 7 deadly wastes?

Back 45

Over-production, inventory, motion, transportation, waiting, over processing, (scrap, rework and defects)

Front 46

If demand for your product decreases, what do you do to takt time?

Back 46

Decrease takt and then you may need to fire or move employees.

Front 47

What are the 3 tasks of value stream management?

Back 47

Problem solving, information management, and physical transformation

Front 48

Within 5S, what is the purpose of "Sustain"?

Back 48

To ensure that all 5S policies are upheld on a daily basis and between shifts

Front 49

What are some activities to be done while sorting (in 5S)?

Back 49

Separate necessary from unecessary
Remove clutter
Labeling
Shadow boards

Front 50

Why would one use Jidoka over typical Statistical Quality control?

Back 50

It is more likely to inspect 100% and catch ANY defect.

Front 51

What is Poke-Yoke?

Back 51

Finding and correct problems as close to the source as possible.
-mistake proofing the process or product

Front 52

What is maintainability?

What is the formula for Mean time to repair?

Back 52

How quick and easy it is to maintain and repair equipment

MTTR = sum of all downtimes for repair/number of repairs

Front 53

What is reliability?

What is the formula for mean time between failures?

Back 53

Probability equipment will perform properly during normal operation

MTBF = Total running time/number of failures

Front 54

What is availability?

What is formula for Availability?

Back 54

Proportion of time equipment is actually availabile to use out of time it should be available

A = operating time/planned prod. time
A = (MTBF - MTTR)/MTBF

Front 55

What is performance efficiency?

Back 55

Pieces produced/(operating time*designpieces/unit time)

Front 56

What is Quality Rate?

Back 56

% of good parts out of total number produced

Front 57

What is overall equipment effectiveness?

Back 57

OEE = Availability*Performance efficiency*Qualityrate