Card Set Information
Rate at which system generates money through sales
Continuous Flow Mfg. (CFM)
1. One piece flow at a rate determined by the customer
2. Smooth and un-interrupted flow
Eliminating possible errors; forgetfulness, misunderstanding, identification, willful errors, lack of standards, indadvertant errors.
1. A method of material control.
2. A kanban card will give permission for the next operation to produce more parts.
Chart to track variables like pr., temp, thk, customer complaints, etc at varying intervals.
Variations within piece, piece-to-piece and time-to-time can be spotted.
Seven Classical Wastes (MUDA)
1. Visual control device - shows current state of production, indicates problems, etc
Green - No problems
Yellow - Situation needs assistance
Red - Pdn. stopped
1. Seiri - Sort
2. Seiton - Set in order
3. Seiso - Shine
4. Seiketsu - Standardize
5. Shitsuke - Sustain
Tool to organize complex info. into logical categories
Concise summary of a project on a single sheet of paper
1. Uses concise wordings
2. Uses charts to illustrate points
3. Restricts to 3-4 bullets per section
4. Provides substance, not fluff.
A short summary of the strategic reasons for the project.
1. Design of a new project/process
2. Redesign of existing projects/process
Project Charter - Uses
Team is aware of the project goals and boundaries
Team will remain focussed on goals
Team will work in alignment with the organization's goals
Team champion will support the team and their goals
Describing the flow of people, information or material in almost any type of process.
Pull Value (Value of the Pull System)
1. Cycle time reduction
2. Reduction in finished inventory
3. Reduction in WIP
4. Order stabilization by customers
5. Pricing stabilization
1. Dissatisfiers (Basic reqmts., "must be")
2. Satisfiers (variable reqmts., "more is better")
3. Delighters (latent reqmts.)
Critical To Quality (CTQ) tree
Focuses on key metrics of customer satisfaction
Voice of Customer (VOC)
Enables the organization to:
1. Make decisions on products and services
2. Identify product features and specs.
3. Focus on improvmenet plans
4. Develop baseline metrics
5. Identify customer satisfaction drivers
Prioritize problems based on their frequency of occurance
"Vital Few" and "Trivial Many"
Cause and Effect Diagram
Process Capability Studies
: Process limits within spec. limits
: If customer agrees
Center the process
: If process spread matches spec. spread, but with a shift
: DOE used to find variations
Accept the losses
: Handle scrap and rework efficiently
Frequency column graphs displaying a static picture of process behavior
Measure of the smallest change in measurand that can be sensed by the msmt. device
Smallest msmt. change that can be represented by the display of the msmt. device
1. Measure of the ability of the msmt. process to repeatedly get the same results keeping all factors same.
2. Same gage and same operator
1. Repeatability and reproducibility
2. Describes how close successive msmt. results fall when repeated.
1. Measure of ability of msmt. process to obtain same results under varying conditions.
2. Same gage, different operators - gage reproducibility
Systematic difference between 2 successive msmts. of the same thing
1. Degree of closeness of a msmt. to its true value
2. Lack of bias
1. Too many digits of the measured value
2. Insensitivity due to rounding offs
3. Errors due to entering of large sequence of data by operators. So:
= X + C, Decode: X
- C and sigma = sigma
= X/f, Decode: X
f and sigma = f x sigma
1. Charts that utilize location data
2. To answer the question 'where'.
Takt Time = Available pdn. time / Rate of customer demand
It is the beat/rythm of the process.