Value Stream Mapping

Question 1

Five Principles of Lean Thinking

Answer 1

Value- Specify value from the standpoint of the customer
Value stream- identify the value stream for each product
Flow- make value flow without interuptions
Pull- let the customer pull value from the next upstream activity
Perfection- pursue perfection

Question 2

Definition of Lean

Answer 2

The identification and elimination of waste

Question 3

Definition of waste

Answer 3

Any part of the process that adds no value

Question 4

What is value stream?

Answer 4

All steps, value added and non value added, required to bring the product from raw material to customer

Question 5

Value Stream mapping

Answer 5

Follow a product’s production path from beginning to end, and draw a visual representation of every process material and information flow

Allows to see and understand the flow of material and information as a product makes its way through the value stream

Question 6

VSM- Advantages

Answer 6

• Helps to visualise flow
• Allows to identify sources of waste easier
• shows links of information and material flow
• provides a common language for talking about manufacturing processes
• allows to describe in detail how the plant should operate in order to create flow
• forms the basis of an implementation plan

Question 7

Value Stream Manager

Answer 7

• required for value stream
• for product ownership beyond functions
• value stream manager should make their progress reports to the top manager on site

Question 8

What is waste?

Answer 8

Elements of production that add no value to product.

Question 9

Things to remember about waste

Answer 9

• waste is really a symptom not a root cause
• waste point to problems in the system
• to eliminate waste find and address the root causes

Question 10

Japanese define waste as:

Answer 10

• Muda (unproductive)
• Mura (unevenness)
• Muri (overburden)

Question 11

Overproduction

Answer 11

1 cause of waste

• making more than is required by the next process
• making it earlier than is required by the next process
• making it faster than is required by the next process

Question 12

Takt Time

Answer 12

-synchronises pace of production to match pace of sales

Takt = Available working time/ customer demand

Question 13

Takt time production impact

Answer 13

Producing faster:

• requires more operators
• generates inventories
• results in increased waste

Producing slower
-failing to achieve customer demand

Question 14

Supermarket pull systems

Answer 14

• customer process goes to supermarket and withdraws what they need when they need it
• supplying process produces to replenish what was withdrawn

Question 15

Standardised work

Answer 15

-established precise procedures (working sequence) for each operator’s work in a production process

Question 16

pros of standardised work

Answer 16

• documentation of the current process for all shifts
• best practice- reduced variability, increased predictability
• ensures safety
• helps operators to meet customer demand

Question 17

Standardised work combination table

Answer 17

-visual representatino of the combination of manual work time, walk time and machine processing tme for each operator in a production sequence

Question 18

Pros of a Standardised work combination table

Answer 18

• shows the interaction between operator and machines in a process
• displace more detail and is more precise than the operator balance chart
• easy to see where work can be redistributed amongst the operators

Question 19

Installed capacity

Answer 19

Available time/Bottleneck Cycle Time