Apics Exam 1 Bscm- Wb Session 9

Front 1

the term used for lean:

Back 1

productivity systems. since it focuses on improving productivity and efficiencies.

Front 2

Satisfied customer expectations

Back 2

1. performance

2. features

3. conformance

4. warranty

5. sustainability

Front 3

Lean

Back 3

a methodology that emphasizes the minimization of activities that do not add value to the customer.

previously termed Just In Time.

Front 4

TQM

Back 4

a term coined to describe management approaches to quality management and customer satisfaction.

Front 5

Requirements customers have of their suppliers

Back 5

- high quality level

- high flecibility ot change such things as volume, specifications, and delivery

- high service level

- short lead time

- low variability in meeting targets

- low cost

Front 6

QFD

Back 6

Quality Function Development. a methodology designed to ensure that all the major requirements of the customer are identified and met or exceeded. it is used to capture the voice of the customer as an input to the technical requirements for product design. uses the house of quality- see 9-14 (a structured process that relates customer-defined attributes to the products technical features needed to support and generate these attributes)

Front 7

6 steps to the House of Quality/QFD

Back 7

1. identify customer requirements

2. identify supporting technical signed requirements

3. compare the customer requirements to the technical design requirements and assign relationship ratings

4. assign importance to the customer requirements

5. evaluate competitors

6. identify technical features to be deployed in the final design of the product

Front 8

house of toyota

Back 8

See visual on 9-16. 5 parts.

1. the roof- any activity that does not add value is considered waste

2. pillars:

- JIT: Takt time is the heartbeat of any lean system- it is the rate of customer demand.

- Jidoka: employees are empowered to stop the manufacturing line in process if defects occur

3. the base- operational stability

4. the center- instill culture of continuous improvement

Front 9

Lean Focus=

Back 9

Eliminate waste

Front 10

Categories of Waste/ non-value added activity

Back 10

1. process- uneeded steps to produce work

2. movement/transportation- proving products unecessisarily

3. methods/motion- wasted time by operators

4. product defects- products/service that do not meet specs

5. waiting time- queuing delays

6. overproduction- making more product than required

7. excess inventory- holding stock not required to fulfill customer orders

8. unused people skills- waste of knowledge or capabilities

Front 11

Benefits of cellular layout

Back 11

(which is contains workstations or equipment grouped into product families, or products that share characteristics and processes). work cells result in:

1. reduced queue

2. simplified production activity control

3. reduced floor space and walking

4. reduced material movement

5. immediate feedback.

these things lead to: greater production flexibility; smaller lot sizes; improved quality

Front 12

TPM APICS defintion

Back 12

Preventive manintenance plus continuing efforts to adapt, modify and refine equipment to increase flexibility, reduce material handling and promot continuous flows.

Front 13

Continuous improvement...

Back 13

1. improves productivity

2. eliminates waste

3. involves teams

Front 14

Jidoka

Back 14

Where workers are allows to stop the production line if defects occur. first time right. employee empowerment.

Front 15

Lean Tools and techniques

Back 15

1. Value stream mapping- like what we did in Maloneys class.

2. Heijunka- production leveling to match the rate of end product sales.

3. five S's- create well ordered workplace. sort, simplify, scrub, standardize, sustain.

4. Hoshin planning- lean manufacturing version of strategic planning.

see page 9-33 for more info.

Front 16

PDCA

Back 16

plan do check action.

Front 17

Costs of controlling quality

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1. Prevention costs- like design improvements,statistical process control, and so on.

2. Appraisal costs- costs of checking andauditing quality. Like inspections, audits etc.

Front 18

Quality control tools:

Back 18

1. Flowchart

2. Cause and effect (aka fishbone)

3. Control charts- like X bar and R chart. Thesetwo track the center and spread of the data. The charts have upper and lowercontrol limits (UCL and LCL)

4. Check sheet- used to summarize tally count ofevent occurrences

5. Pareto- graphical tool for ranking causes frommost signifigicant to least signifigant. 6. Scatter diagram- used to analyze therelationship between two variables

Front 19

SPC

Back 19

Statistical Process Control

Front 20

Six Sigma- Major concepts/ is built on:

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1. It is important to understand what the customerwants

2. Variation causes defect

3. The output of a process is a function of itsinputs.

Front 21

Lean Six sigma

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1. Process improvement

2. Problem solving

Front 22

6sigma=

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99.999percent.3 to 4 sigma is 93.3 to 99.4 percent.

Front 23

Causesof Variation:

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1. Special Cause- (assignable) variations outsideof natural/ historial variations. Removal helps stabilize a process. Likeoperator error or broken equipment.

2. Common cause- (chance) inherent in the process.Occur naturally. Like poor process design or poor working condition.

Front 24

SixSigma DMAIC

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1. Define

2. Measure

3. Analyze

4. Improve

5. Control

Front 25

Benchmarking

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systematicmethod by which organizations compare their performance to a best in classorganization

Front 26

Steps to benchmarking

Back 26

1. Select the process to benchmark

2. Identify an org that is best in class for thatprocess

3. Study the benchmark org

4. Analyze the data. Determine differences.