1
Q
What is Lean Manufacturing?
A
The endless pursuit of eliminating waste
2
Q
What is waste?
A
Anything that adds cost, but not value, to a product(process)
3
Q
What is “Lean”?
A
Elimination of non-valued added activities(waste)
4
Q
Lean improves
A
the “flow” by eliminating waste
5
Q
Six Sigma improves
A
the process by reducing variation
6
Q
Combining Six Sigma and Lean results in
A
Smooth and Steady “Flow”
7
Q
What are the two main pillars of “Lean”?
A
Continuous Improvement(kaizen) and Respect for People
8
Q
Lean Environment Core Values (5)
A
- Job Security
- Problems are good
- Floor-Level Involvement
- Value-Add
- Accountability
9
Q
Is Value defined by the customer?
A
Yes
10
Q
To become a Lean Organization, an organization will likely have to go through three stages
A
- Lean Manufacturing
- Lean Enterprise
- Lean Network or Lean Supply Chain
11
Q
Wastes (8)
Down Time
A
- Inventory
- Overprocessing
- Motion
- Defects
- Overproduction
- Waiting
- Underutilization of human talent
- Transport
12
Q
Define Overproduction
A
producing more work than required or producing work prior to it being required
13
Q
Examples of Overproduction
A
- Producing more parts needed just in case machine breakdowns
- Producing more products than customers ordered just in case there might be defects or delays
- Must produce large batches due to long setup time
14
Q
Define waiting
A
waiting for materials, inspection, instructions
15
Q
Examples of waiting
A
- Excessive inspections
- Dependency of others to complete tasks
- Delays in receiving process instructions
16
Q
waiting results from
A
- poor operator/machine coordination
- Long changeover (setup time)
- Unreliable processes (quality issues)
- Batch completion ( not single-piece)
- time required to perform rework/corrections
17
Q
Define motion
A
any movement of people, materials, and/or machines that does not add value to the product
18
Q
Examples of Motion
A
- Searching for appropriate tools for operations
- repeatedly dropping off and picking up in-process materials
- Hand carrying materials to another process
19
Q
define transport
A
any excessive or unnecessary movement of materials or work-in-process that does not add value to the product
20
Q
Examples of transport
A
- delivering unneeded materials
- storage and retrieval of work-in-process
- remote internal or external suppliers
21
Q
define overprocessing
A
putting more work or effort into the product than is valued by customers
22
Q
examples of overprocessing
A
- painting of unseen areas
- unnecessary tight tolerances
- cleaning and polishing beyond the level required
- producing report that nobody reads
23
Q
define inventory
A
any unnecessary storage or accumulation of raw materials or supplies, work-in-progress, or finished goods
24
Q
examples of inventory
A
- raw materials or work-in-progress awaiting processes at shop floor
- work awaiting inspection or rework
- obsolete materials or defective parts
25
define defects
refers to all processing required creating a defect or mistake and the additional work required to correct it
26
examples of defects
1. Production lots not conforming to customer requirements
2. Additional production shift to make up quantities lost from defects
3. Implementation of total inspection on all units produced
27
define underutilization of human talents
a result of not placing people where they can (and will) use their knowledge, skills, and abilities to the fullest
28
examples of underutilization of human talents
1. work loads not evenly balanced due to lack of cross-training
2. high absenteeism and turnover
3. incomplete job skill assessment prior to hiring
29
Lean Building Blocks (6)
1. Batch Reduction
2. Cellular Layout
3. Pull/Kanban
4. 5S System
5. Visual Control
6. Standardized Work
30
5S System (5 steps)
1. Sort- sort through, then sort out what is not needed
2. Set in order- organize everything remains
3. Shine- clean everything
4. Standardize- make it obvious where things belong, using lines, labels, signs, shadow boxes
5. Sustain- create rules, guidelines, cleaning charts, action lists, etc.
31
Standardized Work
the most efficient work flow considering quality, quantity, cost - current best pratice
32
Standardized Work consists of three elements
1. Takt time
2. Standard in-process inventory
3. Standard work sequence
33
Takt time
matches the time to produce a part to the pace of sales and is the basis for allocating work among workers
34
Standard in-process inventory
the minimum number of parts, including units in machines, required to keep a cell or process moving
35
Standard work sequence
the order in which a worker performs tasks at various processes
36
Pull/Kanban System
A simple, flexible method of controlling and balancing the flow of resources
37
Pull/Kanban System consists of (5)
1. Production based on actual consumption
2. small lots
3. low inventories
4. management by sight
5. better communication
38
Cellular layout
linking machines and operators flexibly together into work cells to minimize waste and maximize productivity
39
value stream map
a products production path from beginning to end with a visual representation of every process including material and information flow
40
Continuous improvement
the process of incrementally and continually decreasing the waste in the production and adding value
41
What is flow?
the continuous movement of material through the manufacturing processes and on to the customer
42
Flow process also has positive impact in two areas
1. Cash flow
2. Inventory
43
Flow impacts (6)
1. lower inventory
2. better quality
3. less floor space
4. better communications
5. quicker response to problems
6. faster throughput
44
Pull systems
not to make a part until the next operation needs it
45
one-piece flow
each operation in the process is working on the next part for the following operation. parts do not collect between operations
46
cellular operations
operations are tied together in work cells. (u-shaped cell, counter-clockwise one-piece flow).
47
Product orientation
a cell reflects the processes required to created the product
48
balanced operation
time for operations must be balanced to facilitate the one piece flow
49
The creation of flow
1. Determine the takt time
2. Review the assets
3. balance the operations
4. determine the cell shape
5. layout the cell
50
kanban card
contains info in "part number", "using location", "producing location", "production quantity", and "container quantity"
51
Quality Feedback
is a system in a lean environment ensuring that every worker has a clear idea of the production process and his or her role in it
52
internal customer
the next line operator in the plant/office who process a product/ service
53
external customer
receives the goods/services after they are completed
54
jidoka
refers to a machine's ability to make judgements like that of a human
55
jidoka is used to
identify and stop problems from getting out of the process (eliminating waste).
example: check engine light
56
The Five-Minute Rule
a communication process used to ensure that the appropriate levels of an organization are informed about quality concerns in a timely manner
57
Failure Mode & Effect Analysis
1. Determining failure
2. Assessing severity
3. assigning probability number
4. assigning detection number
5. calculating risk priority number
Lean Manufacturing
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