Unit 16

Question 1

Define continuous improvement

Answer 1

Making small, incremental changes to improve performance, also known as kaizen

Question 2

Why must companies reflect and evaluate their processes

Answer 2

To avoid wasted effort and to select the most effective tool to achieve the improvement they want

Question 3

Give the 8 types of waste of lean

Answer 3

Defects, Overproduction, Waiting
Unused talent, Transportation, Inventory
Motion, Extra processing

Question 4

Define value-added and non-value-added?

Answer 4

Value add - increases value of product
Non-value add - no value is added, stays the same

Question 5

Define lean manufacturing

Answer 5

Production with minimum possible amount of non-value added activities

Question 6

Define the waste of transportation and why it is wasteful?

Answer 6

Unnecessary movement of materials which takes labour time, which must be paid for. Also requires equipment

Question 7

How can the waste of movement (transportation, motion) be reduced?

Answer 7

By putting processes next to each other, so parts flow directly from one process to another

Question 8

Define the waste of inventory and why it is wasteful?

Answer 8

Materials that are not currently being processed, costs money and space to be stored. More inventory = more cost

Question 9

Define the waste of motion and why it is wasteful?

Answer 9

Unnecessary movement by people, more motion = more labour time = more cost

Question 10

Define the waste of waiting and why it is wasteful?

Answer 10

Time spent by materials between processes. More materials not being processed = more cost

Question 11

Define the waste of overproduction and why it is wasteful?

Answer 11

Making more products then the customer needs. More materials = more cost

Question 12

Define the waste of overprocessing and why it is wasteful?

Answer 12

Producing work that’s higher quality then needed. More labour time = more cost

Question 13

Define the waste of defects and why it is wasteful?

Answer 13

Aspects of products that don’t meet customer expectations. More labour time to fix products or replace them = more cost

Question 14

Define the waste of unused talent and why it is wasteful?

Answer 14

Not making full use of skills and knowledge of workers. Workers being paid anyways, so it’s a missed opportunity

Question 15

How can the waste of unused talent be reduced?

Answer 15

By giving all workers opportunities to contribute to improving performance

Question 16

Define what a KPI is

Answer 16

Key performance indicator = quantifiable measures of performance

Question 17

Give common types of KPIs used to evaluate the performance of a single process

Answer 17

Cycle time, changeover time, throughput, operating equipment effectiveness (OEE)

Question 18

Give common types of KPIs used to evaluate the performance of a overall production

Answer 18

Throughput, total cycle time, On-time delivery, lead time, capacity utilisation

Question 19

Give the two types of KPIs used to evaluate the performance of quality

Answer 19

Scrap and yield

Question 20

Define cycle time and give an example

Answer 20

Time to machine one item in a process (ex. 5 minutes)

Question 21

Define changeover time and give an example

Answer 21

Time to switch a process between making different products (ex. 100 minutes)

Question 22

Define throughput and give an example

Answer 22

Number of products manufactured per unit time (ex. 24 blenders made)

Question 23

Define the OEE formula and give an example

Answer 23

(Number of good products made x ideal processing time / planned production) x 100 (ex. Products/hour 70%)

Question 24

Define total cycle time and give an example

Answer 24

Sum of actual machine time of different processes needed to manufacture a product (ex. 60 minutes)

Question 25

Define on-time delivery and give an example

Answer 25

Quantity of products delivered on time / total quantity of products x 100 (ex. 87%)

Question 26

Define lead time and give an example

Answer 26

Time to manufacture a customer order from start to finish (ex. 90 days)

Question 27

Define capacity utilisation and give an example

Answer 27

Output achieved / potential output x 100 (ex. 58%)

Question 28

Define scrap and give an example

Answer 28

Total number of products scrapped / total products produced x 100 (ex. 2%)

Question 29

Define yield and give an example

Answer 29

Good products produced / total products produced x 100 (ex. 99%)

Question 30

State what PDCA stands for

Answer 30

Plan, Do, Check, Act

Question 31

Describe the stages in the PDCA cycle

Answer 31

**Plan** - Identify what improvements are required and how they can be achieved **Do** - Implement planned activity **Check** - compare performance against anticipated outcome **Act** - Identify whether further changes are needed and adjust practices

Question 32

State what DMAIC stands for

Answer 32

Define, Measure, Analyse, Improve, Control

Question 33

Define what VSM is

Answer 33

**Value stream mapping** is a method for analysing **real flow** of materials and info through a company. Used to compare **ideal flow** with the minimum amount of non-value add activities (**future state map**)

Question 34

Give the benefits of VSM

Answer 34

Highlights **areas of improvement** Any other continuous improvement activities can be focused to achieve **max return on effort** Helps identify **most effective continuous improvement tools**

Question 35

Give the limitations of VSM

Answer 35

Each value stream map follows one single product Changes to one product may have an effect on other products, if the company manufactures a variety of products

Question 36

Define visual management

Answer 36

Series of techniques that help identify "manufacturing status" using symbols, pictures and other visual means

Question 37

Give the advantages of using visual management

Answer 37

Information is easily understood Helps to develop engagement and focus on communicated info and targets

Question 38

Give the limitations of visual of using management

Answer 38

Effort required to keep information up to date Workers need to actively engage with approach

Question 39

Give examples of visual management tools

Answer 39

Shadow boards, SOPs, floor markings around machines, warning lights, sight glass Traffic lights, health and safety signage, countdown board, progress board

Question 40

Define 6S

Answer 40

An approach to improving the organisation of a workplace

Question 41

State the 6 Ss

Answer 41

Sort Set in order Shine Standardize Sustain Safety

Question 42

Define sort in 6S

Answer 42

Identify items that are needed

Question 43

Define set in order in 6S

Answer 43

Put items in the places that make them most easy to use

Question 44

Define shine in 6S

Answer 44

Clean the workplace

Question 45

Define standardise in 6S

Answer 45

Establish procedures to ensure the first three Ss are maintained

Question 46

Define sustain in 6S

Answer 46

Ensure good practices are maintained

Question 47

Define safety in 6S

Answer 47

Managing and minimising hazards and risks

Question 48

Give the benefits and limitations of 6S

Answer 48

Benefits - Cleaner, more organised workplace where activities should be easier Limitations - Requires active participation, time needed to train workers in the approach

Question 49

Define SMED

Answer 49

Single minute exchange of die is used to reduce changeover times

Question 50

Give the benefits of SMED

Answer 50

Faster changeover times, resulting in less equipment downtime and lower manufacturing costs Allows more frequent changeovers without increasing costs, meaning batch sizes can be reduced

Question 51

Give the limitations of SMED

Answer 51

Requires some investment in additional tooling, jigs or fixtures Time needed to train workers in the approach, then to implement it

Question 52

State the difference between **internal elements** and **external elements**

Answer 52

Internal - things that have to be done when process is stopped External - things that can be carried out while process is still running

Question 53

How is SMED carried out?

Answer 53

1. Identify all steps in changeover activity 2. Remove all external elements from process 3. Convert internal elements to external (ex. second cutting tool which is sharpened can be used while batch is being processed) 4. Standardise the process and document most efficient new method of carrying out changeover

Question 54

The higher the OEE, the _______ the productivity and the _____ the __________ ________.

Answer 54

The **greater** the productivity and the **lower** the **unplanned downtime**.

Question 55

Define TPM

Answer 55

Total productive maintenance is where everyone in the workplace should be involved in maintenance, used to increase OEE

Question 56

Give the benefits and limitations of TPM

Answer 56

Benefits - Less unplanned downtime and better consistency Limitations - Time is needed to train workers and workers need to be actively engaged with the approach

Question 57

State the eight pillars of TPM and define the meaning

Answer 57

Autonomous maintenance - operators responsible for routine maintenance Focused improvement (kaizen) - continually improving performances by small changes Planned maintenance - replacing components before they are predicted to fail Quality management - Error detection and prevention in production process Early equipment management - Operator experience to improve design of new equipment Training and education - Understanding of TPM Safety, health and environment - Working environment is safe TPM in administration - Administrative tasks to get best performance out of equipment

Question 58

Define kanban

Answer 58

Method of managing flow at work using a signboard

Question 59

Give the benefits and limitations of kanban

Answer 59

Benefits - Reduces inventory and time spent by operators finding next batch of materials to work on Limitations - Scheduling each process is time consuming, which increases cost