ch 14 lean operations exam 4 p301

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ch 14 lean operations exam 4 p301
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  1. 1
    1
  2. lean/JIT
    • lean- A flexible system that uses minimal resources and produces high quality goods or services (a process of eliminating waste)
    • Just-in-time- A highly coordinated processing system in which goods move through the system , and services are performed , just as they are needed
  3. who created the concepts we now know as jit/leans
    Henry Ford
  4. inventory is only a symptom of the process not the real problem
    true
  5. lean goes handed and handed with quality
    true (Toyota production system)
  6. Fundamental Model
    • this is trying to create a culture of lean.
    •   starts with tools
    •    the guiding principle level is the third level
  7. then Singo award
    highest award for companies to lean there company
  8. SMED Single minute exchange of die
    a system for reducing changeover time less then 10 mins
  9. 5 S
    • Sort
    • Set in Order
    • Shine
    • Standardize
    • Sustain
  10. Poka Yoke
    Safeguards built into a process to reduce the process to reduce the possibility of error
  11. princeples of lean
    • create value for the customer
    • create constancy of purpose think systemically
    • focus on process embrace scientific thinking flow and pull value
    • lead with humility respect every individual
  12. lean basic elements: lean systems have three basic elements
    • Demand driven
    • focused on waste reduction
    • has a culture dedicated to excellence and continuous improvements
  13. leans : ultimate goal
    • achieve a system that matches supply to customer demand: supply is synchronized to meet customer demand in a smooth uninterrupted fllow
    • A balanced system- on that achieves a smooth rapid flow of materials
  14. 90/10
    • 90 percent of the time its worked on
    • 10 percent of the time its not being worked on
  15. the classic form of waste 7 forms (muda)
    • inventory
    • overproduction
    • waiting time
    • unnecessary transporting
    • processing waste
    • inefficient work methods
    • product defects
  16. Kaizen
    small improvements all of the time
  17. understand the tools and what they are trying to get done
  18. lean is more of a pull system then a push system
  19. assemble to order
    • they are assembling to a customer order
    • examples restaurants
  20. make to stock
    • you produce it and customer are buying it as is
    • example grocery store
  21. make to order environment
    • you have nothing assembled and you make it all to the order of the client 
    • example qudoba
  22. engnier to order ( this is most common)
    • customer is designing it and making it to a customers orders (cost per unit very high)
    • example build homes or building
  23. contentious environment
    • is less varied then make to stock, it has very narrow option vary low cost, sell lots
    • examples cable or gas companies
  24. lean: building blocks
    • product design
    • process design-
    • personnel/organizational elements
    • manufacturing planning and control
  25. building blocks 1: Product design
    • four product design important for lean system  elements of :
    • standard parts
    • modular design
    • highly capable systems with quality builts
    • concurrent engineering
  26. chapter 9 Deming 90/10
    • Common cause- thing that are inherent in the process design or product design itself (90%)
    • special cause- this is human error (10%)
  27. poko yoke ( fail safe method)
    mistake proofing-
  28. building block 2: process design
    • seven aspects of process desgin
    • small lot size
    • setup time reduced
    • manufacturing cells
    • quality improvement
    • production flexibility
    • a balanced system
    • little inventory storage
    • fail safe method
  29. combine cards are used in hitaschi wire in Indiana
  30. autonomation (jidoka)
    detection of defect
  31. inventories are buffers that tenss to cover up recurring problems that are never resolved
    • partly bec they are not obvious
    • partly bec the presence of inventory makes them seem less serious
  32. is inventory the problem in a production process from a lean
    No inventory is a symptom

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