INSY 5800 Final Exam

Healthcare

______ is well behind automotive in lean implementation

leadership from the top of the organization

What is the most significant failure for implementation of lean manufacturing?

top

where must lean transformation be driven from?

process stability and predictability

what two factors are necessary before implementation of a pull system (JIT)?

No

Is there an end to the process?

To do it early is to start improving the culture to the continuous improvement mindset, even if you don't implement lean fully ; The small improvement systems get the voice of the customer to prepare system for pull

Why should continuous improvement not be left until the end of the implementation process?

T

According to Mr.Devall's lean implementation steps, it is important to start with communication from the plant leader and training all members of the organization on lean principles.

SMED

Reducing changeovers is also called

You can run...but you can't hide

what words were on Tom's shirt during the last in class lecture?

If more than one person is "responsible" then no one takes responsibility

Why is there only one person as "responsible" on a continuous improvement board?

F

Lean is easy to implement, so all companies should be working to implement it in their systems

There is no right way

What is the correct sequence of lean implementation?

Lack of understanding of lean within the system ; financial reward systems that incentivize not implementing lean ; attitude of all allowing institution to fire people because of lean practices ; lack of senior management buy-in

Significant issues that need to be addressed before lean can be implemented

1. Specify Value 2. Map 3. Flow 4. Pull 5. Perfection

What is the order of lean implementation according to the Lean Enterprise Institute?W

Pull and Flow

Which two steps of lean implementation are the "big deal" essentially the essence of lean?

Specify Value

Define value from the perspective of the final customer. Express value in terms of a specific product which meets the customer's needs at a specific price and at a specific time

Map

Identify the value stream, the set of all specific actions required to bring a specific product through the three critical management tasks of any business

Three critical management tasks

1. problem solving task 2. information management task 3. physical transformation task

Flow

Make the remaining steps in the value stream flow. Eliminate functional barriers and develop a product-focused organization that dramatically improves lead time

Pull

Let the customer pull products as needed, eliminating the need for a sales forecast

Perfection

There is no end to the process of reducing effort, time, space, cost, and mistakes. Return to the first step and begin again, offering a product which is ever more nearly what the customer wants

GROWTH

Get Rid of Wast Through Team Harmony

Production Preparation Process

What is the 3P Initiative?

TQM

Total Quality Management

TPM

Total Productive Management

by the normal variation of the process

How are control limits determined?

T

Control charts prompt intervention before product failure

Process Control

a process is varying normally. Nothing statistically unusual is causing variation

No

Does process control have to do with customer specification?

Process Capability

A process is or is not capable of satisfying customer expectation. Normal process variation cannot satisfy the customer specifications or normal variation is well within customer specification

Rule 1 (Nelson)

One point is more than 3 standard deviations from the mean

Rule 2 (Nelson)

Nine (or more) points in a row are on the same side of the mean

Rule 3 (Nelson)

Six (or more) points in a row are continually increasing (or decreasing)

Rule 4 (Nelson)

Fourteen (or more) points in a row alternate in direction, increasing then decreasing

Rule 5 (Nelson)

Two (or three) out of three points in a row are more than 2 standard deviations from the mean in the same direction

Rule 6 (Nelson)

Four (or five) out of five points in a row are more than 1 standard deviation from the mean in the same directio

Rule 7 (Nelson)

Fifteen points in a row are all within 1 standard deviation of the mean on either side of the mean

Rule 8 (Nelson)

Eight points in a row exist with none within 1 standard deviation of the mean and the points are in both directions from the mean

Motorola (1986)

Who developed six sigma?

Six Sigma

Uses statistical tools to reduce variation in process whereby the range of specification is twice the range of six standard deviations

CPk

Indicator of the centering of the process around the mean

T

The process average must be centered

Have level volume and mix

To accomplish a pull system you must...

flexibility

What is the necessary attribute of a well developed a lean system?

Kaizen

What involves short term, small improvement (annual objectives)?

Hoshin

What involves long term complex strategies (3-5 years)?

Daily management of Key Performance Indicators (KPI's)

The last phase of Hoshin Planning is:

T

Senior-level management do not exclusively establish the vision and annual objectives of the organization

T

The term "catchball" means, the entire organization negotiates the goals and objectives presented by the senior management

Synchronized Supplier

War Eagle, Inc. is a separate company from Tiger Motors manufacturing. When War Eagle, Inc. supplies parts to the manufacturing facility in sequence based on orders, it would be considered what?

Synchronized Build, Synchronized Supplier, and Flexible Equipment

Which of these are value added?

Synchronized build to synchronized supplier

When a manufacturer to outsource a part instead of making it on-site, the activity changes from _____ to ______

F

Quality systems that involve external inspection throughout the system external to the process assembly are considered value-added since it helps improve the quality of the product.

F

Hoshin is the leveling of production by both volume and product mix

Allows for flexible staffing, they can be manned by more or fewer operators in response to changing demand ; Changes in work volume doesn't require rewriting of all standards and redistribution of all the work throughout the line ; Better development of teams since they are not separated along a moving line. Better morale

Benefits of a sub-assembly cells where operators build a part in u-shaped groups include...

1. Establish Organizational Vision 2. Developing Breakthrough Results 3. Developing Annual Objectives 4. Daily Management

Steps of Hoshin Planning

MURA

Unevenness

T

Heijunka is the leveling of production by both volume and product mix

the compass to follow company vision

Hoshin planning provides...

Strategies and Objectives

Hoshin Management

Daily Management (Routine KPI Management)

Kaizen

SQDCM

Safety Quality Delivery Cost Morale P

KPI

Key Performance Measurements

Cascaded Goals

A communication tool that drives alignment to the lowest levels of what is importance to the site

T

Measurement drives continuous improvement toward standards

Plan Do Check Act (PDCA) Cycle

Foundational to Hoshin Planning

Taiichi Ohno

Who said "Where there is no standard there can be no Kaizen"

Plan

Establish the objectives to the expected output, target. By establishing output expectations, the completeness and accuracy of the specification are also a part of the targeted improvement

Do

Implement the plan, collect data for charting and analysis

Check

Study the actual results and compare against the expected results. Chart data to see trends over several PDCA cycles and in order to convert the collected data into information

Act

Request corrective actions on significant differences between actual and planned results

Kanban by the number of cards in the system

What controls WIP?

Taiichi Ohno

Who said "Kanban is like a small suit. A fat man cannot wear it"?

T

Never take changeover time improvements in the form of efficiency

SMED

What requires a current state standard to be documented with all elements?

1. Produce to your take time 2. Develop continuous flow 3. Use supermarkets to control production where continuous flow does not extend upstream 4. Send customer schedule to pacemaker process 5. Level the production mix 6. Create an "initial pull" 6. Develop the ability to make "every part every day"

What is the sequence for creating a pull system?

Sub-Assembly Cell

In this type of cell, operators do the work on the transformation of the part and keep working until they meet the next operator and hand off the work. 

Manufacturing Cell

In this type of cell, machines transform the product and a single operator moves the part from machine to machine. 

Worked with everyone in the system to optimize shipping container sizing and created flow for the packaging of the food boxes

How did the Toyota employees help improve the food bank after the superstorm Sandy? (From video shown during lecture)

Severity x Occurance x Detection

FEMA (Failure Mode Effect Analysis) Risk Priority Number is the product of what three elements?

Error

_____ proofing makes it impossible to make the defect in the production of the part

Jidoka

_____ is another name for mistake proofing

A. Determine the current state of changeover, B. define external and internal requirements, C. move internal elements to external where possible, D. Optimize all elements of changeover

What is the proper order sequence of a SMED project?

1000

The most severe RPN possible is what value?

Takt Time

The rate at which the customer is withdrawing product from your facility while you are producing

Takt Time Equation

(Available work time per day)/(Customer demand per day)

1. Sequence of Operations 2. Takt Time 3. Stock on Hand

What are the three elements of a manufacturing cell?

Pacemaker

Schedule one point in the value stream as close to shipping

T

There should be no supermarkets downstream of the schedule point (except finished goods)

Jim Womack

Who said "The most important tool (Value Stream Mapping) they will need to make sustainable progress in the war against MUDA"

Reduced work in process inventory ; reduced finished goods inventory ; improved customer responsiveness ; improved quality

What are the benefits of more frequent changeovers?

T

The reduction in changeover time will allow us to move from EPE1000 to EPE10

T

SMED improves Mura (unevenness)

Changeover Time

the time between the last good part and the first good part

Four Steps to SMED

1. Determine the elements of the existing set up (Current State) 2. Define internal and external set up elements 3. Convert internal to external where possible 4. Optimize all elements of set up with special focus on internal elements

F

It is acceptable to review SQDCM data and require that a top problem from the data be placed on the problem-solving board

F

Managers can add or remove items posted by team members based upon a solution that fails to meet return on investment targets

Help People

According to W. Edward Deming, "there is no question what leadership is and what leadership must do, is to:"

Targets

Safety, Quality, Delivery, Cost, Morale goals should include Pareto and Trends. What is another critical piece of information required?

The need to provide the voice of process authority to drive change

The Columbia shuttle disaster demonstrates...