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SCM 424
Exam 2
| Question | Answer |
|---|---|
| A socio-technical production system whose main objective is to eliminate waste and maximize value ( to the customer) | Lean Production |
| Produce the kind of units needed, at the time needed, and in the quantities needed, so that unnecessary intermediate and finished product inventories can be eliminated | The idea of the Toyota Production System (TPS) |
| More than a set of techniques and approaches; its a mindset for all employees and managers that focus on waste elimination | Lean Thinking |
| Anything other than the minimum amount of equipment, materials, parts, space, and worker's time, which are absolutely essential to add value to the product | Waste |
| Value should be defined from the customers' point of view | Lean Principle 1 |
| Evaluate production steps in terms of their contribution to value creation. Actions that do not add value should be eliminated (where possible) | Lean Principle 2 |
| The value-creating sequence of steps should be organized in a tight and integrated sequence to develop a smooth flow toward the customer | Lean Principle 3 |
| Pull, not push | Lean Principle 4 |
| All members of the organization should pursue perfection through continuous process improvement (Kaizen)... push for perfection but settle for excellence | Lean Principle 5 |
| An approach for automated quality monitoring of equipment guided by a human touch | Jidoka |
| Failsafing - Example: Wall outlet... you can't mess it up because there is only 1 way to plug in a 3-prong outlet. | Poka-yoke |
| Production activities that are wasteful and do not add value to the goods or services | Muda |
| Waste associated with the unevenness of the process | Mura |
| The waste resulting from overburden and unreasonableness | Muri |
| Over production, Excess transportation, Excess inventory, Over processing, Excess motion, Defects/Rework, Under-utilized talent | Types of waste |
| Links material and information flow for full value stream | Value Stream Map |
| Converting people into the number of full time employees needed to accomplish the job | Full-time equivalent (FTE) |
| The approximate amount of time it takes a single average 'unit' to have the necessary work done (this can often simply be timed) | Processing time (PT) |
| The average amount of time BETWEEN individual "units" being completed | Cycle time (CT) |
| The process time divided by the cycle time | Utilization |
| The vision for how the system, as a whole, can be made efficient by removing waste wherever possible | Future state map |
| A production system that uses customer demand as the primary driver for production planning | Pull system |
| A production system that focuses on maximizing the use of production capacity, and therefore is based on estimated customer demand (most often provided by a forecast) | Push system |
| Continuous improvement | Kaizen |
| A practice in which each employee is responsible for the quality of his or her own work; therefore, each person acts as his or her own quality inspector | Quality at the source |
| Is it necessary | 5S - Sorting |
| Is it in its place | 5S - Straightening |
| Keep it Clean | 5S - Scrubbing |
| Do it Consistently | 5S - Standardizing |
| Make the other 4 habit | 5S -Sustaining |
| A process in which multiple units or departments within an organization/supply chain are committed to working interactively to conceive, approve, develop, and implement new product development programs that meet predetermined objectives | Concurrent engineering |
| to be in a supermarket, a product needs to be BLANK and BLANK - Example: A pencil | Generic and inexpensive |
| How does demand affect takt time | If demand changes, takt time changes |
| - Eliminate (or at least minimize) waste - Continuous improvement - Kaizen - Respect for all workers | Primary principles of JIT |
| - Fixed bill of material (BOM) - Small production line / large production volume - Capacity to ramp up production to volume forecasts - Linear, constant demand - Vendor base that is close with contracts that dictate terms | Requirements for JIT |
| - Zero defects - Zero (Excess) lot size - Zero setups - Zero breakdowns - Zero(Excess) handling - Zero lead time - Zero surging | JIT goals : The seven zeros |
| To avoid delays due to defects (quality at the source) | Defects |
| To avoid "waiting inventory" delays (usually stated as lot size of one) | Zero (Excess) lot size |
| To minimize setup delay and facilitates small lot sizes | Zero setups |
| To avoid stopping tightly coupled line. (schedule maintenance ahead of time to prevent this) | Zero breakdowns |
| To promote flow of parts | Zero (Excess) handling |
| To ensure rapid replenishment of parts (very close to the core of the zero inventories objective). | Zero lead time |
| Necessary in system without WIP buffers | Zero surging |
| Production smoohing | Heijunka |
| When implementing JIT you need BLANK and BLANK | relatively constant volumes and relatively constant product mixes |
| - Stable mix - Stable volume - Precise sequence - Rapid replenishment | Sources of Inflexibility |
| - Capacity buffers - Setup reduction - Workforce agility (cross training) - Plant layout | Measures to promote flexibility |
| - JIT is intrinsically rigid (volume, mix, sequence) - No explicit link between production and customers | Problems with capacity buffers |
| - Protection against quota shortfalls - Regular flow allows matching against customer demands - Two shifts : (work shift, maintenance shift) - Contrast with WIP buffers found in MRP systems | Buffer capacity |
| Performed while machine is down | Internal setups |
| Performed while machine is still running | External setups |
| - Float where needed - Appreciate line-wide perspective - Provide more heads per problem area | Cross-trained workers |
| - Can be done by adjacent stations - Reduces variability in tasks, and hence reduce line stoppages / quality problems | Shared tasks |
| - Promote flow with little WIP - Facilitate workers staffing multiple machines - U-shaped cells | Plant layout |
| - Reduced queue - Simplified production activity control - Reduced floor space - Reduced material movement - Immediate feedback | Results from the use of work cells |
| - Greater production flexibility - Smaller lot sizes - Improved quality | Things advantages can lead to |
| - For families of high runners - Few setups - Little complexity - Straight shot through to the customer | Dedicated lines |
| - For low runners - Many setups - Poorer performance, but only on smaller portion of business | Job shop environment |
| A sign-board or card in Japanese and the name of the flow control system developed by Toyota... this is a pull system | Kanban |
| Systems schedule releases | Push systems |
| Systems authorize releases | Pull systems |
| Signals the need to withdraw parts from one work center and deliver them to the next work center | Withdrawal Kanban card |
| Signals the need to produce more parts. Each Kanban is physically attached to a container | Production Kanban |
| - Operational details matter strategically - Controlling WIP is important - Speed and flexibility are important assets - Quality must come first - Continual improvement is a condition for survival | Lessons of lean and JIT |
Created by:
tgalless
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