Mene

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Author:
Anonymous
ID:
311646
Filename:
Mene
Updated:
2015-11-17 19:23:08
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Chinche
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Exam 1
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  1. Lean Wheel
    • 1. The Paradigm 
    • 2. Control Systems
    • 3. Organizational Structures
    • 4. Power Structures
    • 5. Symbols
    • 6. Routines and Rituals
    • 7. Stories and Myths
  2. 4P Model
    • 1. Problem-Solving
    • 2. People & Partners
    • 3. Process (eliminate waste)
    • 4. Philosophy
  3. Disadvantages of Mass Production
    • 1. Low inventory turn and high inventory costs
    • 2. long cycle times
    • 3. long lead times
  4. Lean Thinking
    Endless transformation of waste into value from the customer's perspective
  5. Muda
    Waste
  6. Mura
    Waste of inconsistencies and uneveness
  7. Muri
    Waste of unreasonableness and overburden
  8. Wastes
    • Extra Processing
    • Defects
    • Over-Production
    • Waiting
    • Non-Utilized Talent
    • Transportation
    • Inventory
    • Motion
  9. Extra-Processing
    • Adding unnecessary steps to a process; redundancies between processes
    • Ex: Making reports for people who dont need them, polishing parts when not required
  10. Defects
    • Anything that does not meet established criteria
    • Ex: typo's
  11. Over-Production
    • Doing more than the customer requires or providing a service that is not really need
    • Ex: Group emails, extra manuals
  12. Waiting
    • Elapsed time between processes when no work is being done
    • Ex: Machine downtime
  13. Non-Utilized Talent
    • De-motivating the workforce by not asking for input or recognizing success
    • Ex: when employees are told what to do and not asked (police officers)
  14. Tranportation
    • Unnecessary movement of material or products
    • Ex: Moving patients around for tests
  15. Inventory
    • Any time inventory does not match need
    • Ex: Bulk purchases, damages are a risk
  16. Motion
    • Unnecessary movement by people, multiple hands-off, ergonomics
    • Ex: wasted human motion
  17. Levels of Visual Factory
    • (From down to top)
    • 1. Share information
    • 2. Share standards at the site
    • 3. Build standards into the workspace
    • 4. Warn about abnormalities (alarms)
    • 5. Stop abnormalities (prevent defects from moving on)
    • 6. Prevent abnormalities (error-proof)
    • (Car lights example)
  18. Five S's
    • Sieri (Sort)
    • Seiton (Set in Order)
    • Seiso (Clean)
    • Shitsuke (Sustain)
    • Seiketsu (Standardize)
  19. Visual Stream Mapping Components:
    • Process Flow (Bottom)
    • Customer (right)
    • Supplier (Left)
    • Information Flow
    • Timeline (Bottom)
  20. Measure of VSM
    Total Lead Time
  21. Total Lead Time
    the time required to transform a product from raw material to a finished product delivered to customer
  22. Material Flow Icons
    • Process Box
    • Data Box
    • Inventory
    • Truck Shipment
    • Outside Source
    • Push Arrow
    • Finished Goods to customer
    • FIFO
    • Supermarket
    • Withdrawal
  23. General Icons
    • Operator
    • Kanban Lighting Burst
    • Buffer
    • Go See
  24. Information Flow Icons
    • Manual Info Flow
    • Electronic info flow
    • Weekly schedule 
    • load leveling
    • signal kanban
    • withdrawal kanban 
    • produce kanban
    • kanban arriving in batch 
    • kanban post
  25. Lead Time Icon
    • Production Lead Time
    • Processing Time
  26. First Pass Yield
    % of good units relative to total units
  27. Scrap
    % of defective units relative to total units
  28. Change Integration Process
    • Define Goal and Future State
    • Create an Environment for Change
    • Plan the Change
    • Execute and Improve
    • Integrate and Sustain
  29. Takt time
    (available time - break time) / demand
  30. Push vs Pull
    • Push: Process that produces something regardless of the actual need of the downstream customer need, just pushed material along
    • Ex: mass production of toys even if demand is not that big
    • Pull: Process that has a cascading instruction dynamic of downstream, and upstream components. Upstream supplier will not produce anything unless requested upon by downstream customer demand - replenish on demand process. 
    • Ex: lean production - ordering a custom made product.
  31. Worst of the wastes:
    Overproduction because it leads to the rest of the wastes
  32. Components for smooth flow
    • Ensure consistent capability 
    • Consistent application and availability of resources
    • Reliability of equipment and processes
    • Operation cycle times must be balances
  33. Heijunka
    • Leveling production:
    • RRRLLLRRRLLL vs RLRLRLRLRLR <- better
  34. Batch sizes
    Small is preferred because lower lead times, lower inventory costs, lower takt times, lower cycle times, fast troughpt
  35. Improvement Opportunities of FSM
    • Build quality into each step
    • Balance the flow of work
    • Assign clear accountability
  36. Value Added
    Physical or information transformations of the product, service, or activity into something the customer wants
  37. Kaizen
    continuous improvement
  38. Jidoka
    highlights the causes of problems because work stops immediately when a problem first occurs
  39. Goal of Lean Manufacturing
    One-piece flow
  40. Transportation waste can be cause of:
    double or tripple handling and poor factory layouts
  41. Benefits of Cellular Processing
    • Improved product uniformity
    • lower throughput time variations
    • minimal queue lengths
  42. One-piece flow
    Increase in product quality
  43. Current process capacity
    (available work time/cycle time)*%uptime
  44. Cycle Time
    time from part to part seen from end of process

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