Lean

Front 1

The purpose of lean

Back 1

Reduce waste in the value stream and provide maximum value to our customers, to do more with less

Front 2

Value stream

Back 2

Is the series of activities that an organization performs, such as order, design, produce, and deliver products and services.

Front 3

How does value stream start

Back 3

Starts from a supplier's supplier and ends at the customer's customer. Wastes are both explicit and hidden along a value stream

Front 4

3 types of value stream?

Back 4

The flow of raw materials

The transformation

The flow of information

Front 5

The flow of material

Back 5

From receipt of supplier material to delivery of finished goods and services to customers.

Front 6

Examples of flow of materials

Back 6

Ram material shipped weekly or a periodic interval from supplier to the organization by truck.

Front 7

The transformation

Back 7

Raw material into finished goods, or inputs into outputs.

- production steps like cutting, shaping, forging, welding, polishing, and assembly

Front 8

The flow of information

Back 8

Required to support the flow of material and transformation of goods and services

- purchase order to supplier, internal work order, shipping notice.

Front 9

Value stream mapping

Back 9

Map that uses simple graphics and icons to illustrate the movement of material, information, inventory, work in progress, and operators.

Front 10

How does value stream mapping help

Back 10

The value stream analysis can help uncover hidden wastes within the organization

Front 11

The process of applying lean thinking can be divided into 2 steps

Back 11

Walk the process and analyze all inventory

Front 12

Walk the process

Back 12

Go to the workplace and create a value chain diagram. It has boxes labeled with each step in the process. Information about timing and inventory is provided next to each process box

Front 13

Analyze all inventory

Back 13

Analyze all inventory notes with an eye toward reduction or eliminating. Inventory tends to increase costs

-storage space can be expensive

-quality may deteriorate

-design changes may be delayed as they work their way through the inventory.

-money sitting in inventory can be used for diff things

-quality problems that are not detected until a later stage can be more expensive to correct.

Front 14

Non-value-added

Back 14

Value stream of wasteful steps.

Front 15

Determine how the flow is driven

Back 15

Production decisions are based on the pull of customer demand. In a pull-based flow, a customers order for an item will trigger the production of all the components parts of a item.

Front 16

Extend value stream map

Back 16

Extend value stream map upstream into suppliers plants. When beginning the process, identify a manageable scope with boundaries. The flows of information material knowledge and money are all potential for lean improvements.

Front 17

5s

Back 17

Workplace organization method that can help improve the efficiency and management of operations

Front 18

The sequences or 5s

Back 18

Sort

Set in order

Shine

Standardize

Sustain

Front 19

Kaizen

Back 19

Change for improvement or improving processes through small incremental steps

Front 20

Kaizen event

Back 20

Assembling a cross-functional team for three to five days and reviewing all possible options for improvement in a breakthrough effort

Front 21

Pull system

Back 21

Just in time concept. The process produces only when there is a pull from the subsequent process. This is signaled as either an empty bin or kanban card. The pull system links accurate information with the process to minimize waiting or overproduction.

Front 22

Just in time

Back 22

Is an inventor strategy that provides for the delivery of material or product at the exact time and place where it will be used. When the material requirements planning system is implemented there is a reduction of in process inventory and it's related costs, which in turn can dramatically increase the return on investment quality and efficiency of an organization. Buffer stock is eliminated or reduced and new stock is ordered when stock reaches the reorder level.

Front 23

Kanban

Back 23

Improves system control by ensuring timely movement of products and information. The cards indicates the quantity to be replenished once the minimum level is reached.

Front 24

Poka-yoke

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A Japanese term for mistake proofing or error proofing is a method used to prevent errors

Front 25

Standard work

Back 25

A tool that defines the interaction between personnel and machine in production a part. It has three components standard time, standard inventory and standard sequence. Standard work helps in training new operators and reducing the variation in the process.

Front 26

Waste (Muda)

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Overproduction, excess motion, waiting, inventory, excess movement of material, defect correction,excess processing, underutilization of resource skill.

Front 27

Overproduction

Back 27

Making more than is needed or making it earlier or faster than is needed by the next process; it's principle symptom is excess work in progress (WIP). Companies adopt overproduction for various reasons including long setup times, unbalanced workload and a just in time philosophy.

Front 28

Excess motion

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Is caused by poor workplace layout, including awkward positioning of supplies and equipment. This results in ergonomic problems, safety incidents, time wasted searching for supplies or equipment and reduced quality levels.

Front 29

Waiting

Back 29

Caused by delayed shipments, long setup times, insufficient amount of people to provide service. Setup time reduction efforts and total productive maintenance are partial answers to this problem. Solutions to this problem is cross training personnel so they can be moved to other positions. Carefully planned and executed scheduling.

Front 30

Excess movement of material

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Creating a manufacturing cell that contains several types of equipment requiring personnel with multiple skills. This will reduce movement and create a better flow.

Front 31

Defect correction

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Non-value added activity because the effort to fix the defective part is wasted.

Front 32

Excess processing

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Extra processing is often difficult to recognize. Sometimes entire steps in the value chain are non value added. For example a steel stamping operation produces a large volume of parts before they are scheduled for painting

Front 33

Lost creativity

Back 33

Creating a environment where employees cannot share ideas to improve the process