Quiz 4 - Tqm

Front 1

Kaizen is a Japanese word meaning ____

Back 1

continuous improvement

Front 2

Kaizen is made up of two characters

Back 2

Kai meaning change

Zen meaning good

Front 3

The application that Toyota used was called

Back 3

Toyota Production System

Front 4

All line personnel are expected to discontinue their moving production line in the case of any irregularity

Back 4

Toyota Production System

Front 5

Kaizen is used for placing the terms

Back 5

productivity

Total Quality Control

Zero Defects

Just In Time

Front 6

Two types of Kaizen

Back 6

Gemba Kaizen (actual workplace)

Teian Kaizen (plan)

Front 7

action-oriented approach and refers to improvement activities that are carried out in the actual workplace

Back 7

Gemba Kaizen

Front 8

represents a theory-based approach and refers to strategic improvements that are prejudice by top management

Back 8

Teian Kaizen

Front 9

Kaizen Concept

Back 9

Kaizen and management

Process Vs Results

PDCA/SCDA cycle

Putting Quality First

Speak with Data

The next Process is Customer

Front 10

Two Major components of Management

Back 10

Maintenance function

Improvement function

Front 11

involves a drastic improvement in the existing process and requires big investment

Back 11

Innovation

Front 12

mostly centers on how processes are carried out through the assessment of performance indicated

Back 12

Process-oriented thinking

Front 13

basically disregard how processes flow and work

Back 13

Result-Oriented thinking

Front 14

vital phase of total quality management

Problems and queries

Back 14

Planning phase

Front 15

employees develop a solution for the problems

Back 15

Doing phase

Front 16

stage where people actually do a comparison analysis of befor e data to confirm effectiveness of the process

Back 16

checking phase

Front 17

phase where employees document their result and prepare themselves to address other problems

Back 17

acting phase

Front 18

generally looked at coming from the manufacturers viewpoint as the overall cost of making and selling a product

Back 18

Cost

Front 19

quantity in the right place at the right time

Back 19

delivery

Front 20

Problem-solving process

Back 20

Kaizen

Front 21

Lifeblood of kaizen

Back 21

Data

Front 22

last concept of kaizen

Back 22

Next process is the Customer

Front 23

Kaizen System

Back 23

Front 24

widely use in manufacturing, education, government and service industry

Back 24

TQC and TQM

Front 25

management tool for improving total performance

Back 25

TQC

Front 26

system of maintaining and improving the integrity of production

Back 26

TOTAL PRODUCTIVE MAINTENANCE

Front 27

concept wherin operators produce goods using machines

Back 27

preventive maintenance

Front 28

one of the features of TPM.

routine maintenance of equipment

Back 28

autonomous maintenance

Front 29

Its intention was to get the most out of plant and equipment effectiveness to attain optimum life cycle cost of production equipment

Back 29

productive maintenance

Front 30

regarded as individual-oriented kaizen

Back 30

Suggestion Systems

Front 31

Bridge between the senior management

Back 31

1. The role of a manager is to act as a facilitator at the workplace

2. A manager must communicate the benefits of total quality management to all other members of the organization

Front 32

always a strong source of inspiration for other employees

Back 32

Manager

Front 33

created with the employees (Data users are involved)

Back 33

Standards

Front 34

modify the standard based upon the results from cheking the standard

Back 34

Action

Front 35

compare standard with the current situation to verify intended use

Back 35

check

Front 36

carrying out the standard (training, practice, experience)

Back 36

Do

Front 37

Central to the philosophy of Kaizen are two cycles that involve processes of improvement and for maintenance

Back 37

PLAN-DO-CHECK-ACT

STANDARDIZED-DO-CHECK-ACT

Front 38

ensures that the improvement that have been done using Kaizen works as well and improvements do not slide back

Back 38

SDCA

Front 39

a philosophy that calls for people and their organization to experience ongoing improvement at every level

Back 39

Kaizen

Front 40

revolutionary way to trim down cost while at the same time using the customers delivery needs

Back 40

Just In Time Production System

Front 41

Term which is attributed to Nippondenso, a company that created parts of Toyota

Back 41

Total Productive Maintenance

Front 42

Father of TPM

Back 42

Seiichi Nakajima

Front 43

management should make every effort to help the workers provide suggestions, no matter how primitive, for the betterment of the worker's job and the workshop.

Back 43

encouragement

Front 44

management stress employee education so that employees can provide better suggestions

Back 44

education

Front 45

after the workers are both interested and educated, should management be concerned with economic impact of the suggestion

Back 45

Efficiency

Front 46

Carry out specific tasks in a workshop environment

Back 46

Small group activities

Front 47

focused or continuous improvement in English

Back 47

SGA

Front 48

heart of Kaizen

Back 48

Humans

Front 49

business strategy involves everyone in an organization working together to make improvement without large capital investment

Back 49

the Kaizen business strategy

Front 50

Maintain current technological, managerial, and operating standards

Back 50

Maintenance function

Front 51

Aimed at improving current standard

Back 51

improvement function

Front 52

it is also essential that management is trained and be behind the effort

Back 52

Kaizen and Management

Front 53

Kaizen also talks about improving performance in terms of three dimensions

Back 53

QCD

quality

cost

delivery

Front 54

customer defined and referred to as the perceived characteristics in features of a product

Back 54

Quality

Front 55

requires that quality is a primary goal

Back 55

Kaizen

Front 56

focuses on maintaining all equipment in top working condition to avoid breakdowns and delays in manufacturing processes

Back 56

Total Productive Maintenance

Front 57

running at reduce speed and minor tops

Back 57

performance

Front 58

breakdowns and products changeover

Back 58

availability

Front 59

start up rejects and running reject

Back 59

quality

Front 60

wait until equipment fails and repair it

Back 60

breakdown maintenance

Front 61

daily maintenance (cleaning, inspection, oiling, and re-tightening)

Back 61

preventive maintenance

Front 62

time based maintenance consist of

periodically inspecting, servicing and cleaning equipment and replacing first prevent sudden failures and process problems

Back 62

periodic maintenance or time based maintenance

Front 63

this is a method in which the service life of important part is predicted based on inspection diagnosis

Back 63

predictive maintenance

Front 64

it improved equipment and it's components so that preventive maintenance can be carried out reliably

Back 64

Corrective maintenance

Front 65

it indicates the design of new equipment

Back 65

maintenance prevention

Front 66

respond within the day to team members ideas whenever possible

Back 66

Delays in approving idea

Front 67

the approval process should undergo observation, discussion and approval by the team leader or supervisor

Back 67

complex approval process

Front 68

ironically, asking for quantity over quality will Force the identification of smaller problem that are easier to solve

Back 68

backlog of suggestions needing approval on implementation

Front 69

an idea should be nurtured and the idea generator should be coach so that basically every idea is approved

Back 69

less than 99% of ideas implemented

Front 70

once again, clear guidelines for what is a good kaizen idea

Back 70

inappropriate Kaizen suggestion

Front 71

this defeat the the purpose of kaizen as a people development tool since the idea generator cannot be coached

Back 71

Allowing anonymous suggestions

Front 72

every idea should receive a small reward

Back 72

unfair rewards

Front 73

since human are the heart of kaizen and humans need both extrinsic and intrinsic motivation

Back 73

motivating by cash only

Front 74

endorse kaizen in all its forms in a variety of ways

Back 74

lack of promotion and support of the kaizen suggestion program

Front 75

companies can do these entire well and still not get ideas put in place quickly enough if resources

Back 75

lack of timely implementation

Front 76

invoked when a failure occcurs

Back 76

SCDA