EXAM STUDY GUIDE

JIT Material Flow

  • Produces and moves material when the downstream process signals the need for more material.

  • The purpose of JIT is to balance production with the customer demand rate and minimize inventory.

The specific components, elements and practices that are required:

  • Heijunka: levels the demand and creates stability throughout the process.

  • Takt Time: sets productions ryhtym and how fast each process can operate.

  • Cell Layout: aligns cycle times with product family in a U-Shaped Pattern

  • Kanban: visually signals for production and material flow only when needed

  • SOP: defined steps and execution for each cycle to ensure consistency and quality throughout the production process.

  • Visual Controls: shows whenever there is deviation in the process immediately

  • Leader Standard Work: Sustains performance.

Heijunka

  • Balances the production process by smoothing out the workload and reducing fluctuations in demand, ensuring a more predictable workflow.

  • The purpose of heijunka is to avoid bataching, reduce variation, increase the stabilty and predictability, and smooth pull systems.

  • Creates flexibility by having smaller batches. This approach allows for quicker response times to customer needs and enhances overall efficiency in the production line.

  • Creates standardization by establishing consistent work methods and procedures, which lead to improved quality and reduced errors in the production process.

  • Creates stability by reducing fluctuations in production schedules, ensuring a more reliable delivery of products to customers.

Reducing waste:

  • Reduces transportation waste by optimizing routing throughout the process

  • Reduces inventory waste by leveling the production schedule allowing for less work-in-process.

  • Reduces motion waste by streamlining workflows and minimizing unnecessary movements within the manufacturing environment.

  • Reduces waiting waste by eliminating delays and ensuring that all resources are utilized efficiently.

  • Reduces overproduction waste by ensuring that production matches customer demand.

  • Reduces overprocessing waste by eliminating unnecessary steps and simplifying tasks.

  • Reduces defect waste by identifying and addressing quality issues early in the production process, which leads to fewer reworks.

  • Reduces skill waste by maximizing employee talents and ensuring that team members are utilized effectively in roles that match their skills and expertise.

Cell Balancing Based on Takt Time with Single Piece Flow

  • Allocating tasks so operators cycle time is about equal to takt time enabling continous single piece flow.

  • The purpose is to synchronize work with customer demand, eliminating bottlenecks, and reducing work in process and delays.

  • Creates flexibility by allowing operators to adjust their pace according to real-time production needs.

  • Creates standardization by ensuring that each operator is trained to perform specific tasks consistently and efficiently. Having a consistent task sequence.

  • Creates stability by minimizing variability in workflow and enabling predictable outcomes in production schedules.

Reducing waste:

  • Reduces transportation by optimizing the layout of workstations, which decreases the distance materials need to travel.

  • Reduces inventory by implementing just-in-time inventory practices, leading to lower holding costs.

  • Reduces motion by streamlining workflows and minimizing unnecessary movements.

  • Reduces waiting by ensuring that processes are synchronized and resources are readily available.

  • Reduces overproduction by producing only what is needed, thereby aligning production schedules with actual demand and preventing excess stock accumulation.

  • Reduces overprocessing by eliminating non-value-added activities and focusing on improving process efficiency.

  • Reduces defects by implementing quality control measures throughout the production process at each station.

  • Reduces skill by ensuring that workers assigned to tasks that match their expertise.

Kanban

  • A visual signal that authorizes production and movement of materials.

  • The purpose of this is to prevent overproduction, display exactly what to make, when, and in what quantity, and controls work in process.

  • Two functions: determines what required amount of WIP inventory to have that meets daily demand. Signals to the upstream cell supplying the next immediate downstream cell to produce a specified number of products to fill the container.

  • Creates flexibility by quickly responding to demand changes

  • Creates standardization by establishing consistent processes and guidelines for production, which helps streamline operations and reduce variability in output.

  • Creates stability by knowing what to produce and when to produce it.

Reducing waste:

  • Reduces transportation by routing more efficiently for goods

  • Reduces inventory by smaller batches and minimizing excess stock.

  • Reduces motion by optimizing workflows and minimizing unnecessary handling of materials.

  • Reduces waiting by improving lead times and having products readily avaliable.

  • Reduces overproduction by ensuring that production matches demand accurately.

  • Reduces overprocessing by eliminating redundant steps in production.

  • Reduces defects by implementing quality control measures and having them easier to detect.

  • Reduces skill waste by ensuring that employees are effectively trained and utilized in roles that match their strengths and capabilities.

Process Flow Routing Diagrams and Standard Operating Procedures

  • Visual sequence of every step, material path, and decision points. Standardized written instruction detailing method, sequence, time, and work in process.

  • they work together to reduce variability, ensure that work is done the same every time, and form foundations for training and improvement.

  • Creates flexibility by allowing teams to adapt processes when necessary while maintaining consistency.

  • Creates standardization by providing clear guidelines for the best practices that everyone can follow.

  • Creates stability by having a predictable outome of the practices.

Reducing waste:

  • Reduces motion by optimizing workflows and minimizing unnecessary steps.

  • Reduces overprocessing by streamlining processes to eliminate redundant tasks.

  • Reduces waiting by minimizing idle times between processes.

  • Reduces defects by allowing for consistent lower error rates.

SPC (Statistical Process Control) and Capability

  • Determines whether a process is in control.

  • Cp: A measure of a process's ability to produce output within specified limits, indicating potential capability.

  • Cpk:A measure that takes into account both the process mean and the specification limits, reflecting how well a process is performing relative to its potential capability.

  • Benefits include detecting variations early and maintains flow.

  • Helps to eliminate motion and overprocessing by optimizing the process layout and ensuring that each step adds value.

Leader Standard Work:

  • Daily and weekly structured routines define precise tasks leaders must compete to maintain the integrity of the lean processes. This makes leaders care more about the process, guarenteeing system is executed correctly. Standardizes leadership behavior and predicatable reinforcement of lean practices.

Reducing Wastes:

  • Reduces inventory by preventing overproduction and excess work.

  • Reduces waiting by ensuring rapid detection of flow interuptions and a smooth operation flow.

  • Reduces overprocessing by preventing non standard work.

  • Reduces defets by identifying issues early in the production process, allowing for immediate corrective actions.

Visual Controls Vs. Visual Management

  • Preformance indicators showing expected vs. actual performance. Provides instructions on how work is executed.

  • Both makje abnormalities immediately visibile, enforces standardization, allows for quick corrective action, and reduces variation.

Reducing Waste:

  • Reduces motion by allowing for clear indicators to reduce searching.

  • Reduces waiting by allowing for quick detection of problems.

  • Reduces overproduction by aligning production closely with customer demand.

  • Reduces defects by allowing for them to be spotted early.

Daily Accountability

  • Structured reoccuring meetings and follow up proccess used to review performance, assign actions, and maintain integrety.

Lean Leader Level and Work

  • Executives - Top Management Strategic (10-15% routine daily work)

  • Plant Managers - value Stream Managers (25-35% routine daily work)

  • Area/Department Supervisors (50% routine daily work)

  • Cell Team/Group Leaders ( 80-90% routine daily work)

Lean Management System

  • A structured system that sustains the lean system through daily discipline, visual management, and leader behaviors. Ensures adherence to systemts, provides direction, standards, expectations, stabilizes processes.

  • Creates flexibility by allowing teams to respond quickly to changes in demand.

  • Creates standardization by enforcing consistent routines

  • Creates stability by visual controls reducing amount of abnormalities and the use of daily accountability.

Key Components:

  1. Lean leadership characteristics

  2. Sensei: A mentor or teacher in lean practices, guiding the team towards continuous improvement.

  3. Gemba Walks: A practice where leaders observe work processes in real-time,.

  4. Visual Controls and Management: Tools and techniques used to display information in a clear and concise manner, enabling team members to quickly understand performance metrics and status of work.

  5. Leader Standard Work: A structured approach to define the routine tasks and behaviors that leaders must engage in.

  6. Daily Accountability Process: A systematic method for leaders to review and evaluate team performance.

Reducing waste:

  • Reduces transportation by minimizing unnecessary movement of materials.

  • Reduces inventory by optimizing stock levels and ensuring that only necessary materials are kept on hand.

  • Reduces motion by streamlining workflows and eliminating bottlenecks in processes.

  • Reduces waiting by ensuring that all team members have the resources they need readily available.

  • Reduces overproduction by aligning production schedules with actual demand.

  • Reduces overprocess by eliminating unnecessary steps and focusing on value-added activities.

  • Reduces defects by implementing quality visual control measures throughout the production process and continuous improvement.

  • Reduces skills waste by ensuring that employees receive the proper training and are utilized in roles that match their skill sets.

Integration of Key Practices with Cells, SMED, TPM, Jidoka & 5S

HEIJUNKA

• Works with manufacturing cells to create predictable workload and smooth flow.

• Uses SMED to enable small batches and quick changeovers.

• Supports TPM by reducing demand spikes and equipment overburden.

• Supports Jidoka by making abnormalities easier to detect with stable schedules.

• Strengthens 5S by enabling consistent, predictable work patterns.

CELL BALANCING BASED ON TAKT WITH SINGLE-PIECE FLOW

• Enables synchronized flow in manufacturing cells.

• Uses SMED to handle product mix changes without disrupting takt time.

• Requires TPM reliability to maintain balanced flow.

• Relies on Jidoka to immediately stop defects in single-piece flow.

• Uses 5S to eliminate motion waste and maintain takt pace.

KANBAN

• Controls WIP between manufacturing cells for smooth pull flow.

• Requires SMED for small-lot responsiveness.

• Relies on TPM to ensure machines respond to Kanban signals.

• Uses Jidoka to stop flow when defects occur.

• Works with 5S to ensure clear visual locations and movement paths.

PROCESS FLOW ROUTING DIAGRAMS & SOP

• Define standard tasks for cell operators, reducing variation.

• Support SMED by formalizing changeover steps.

• Integrate with TPM to standardize daily machine checks.

• Enable Jidoka by defining normal vs. abnormal conditions.

• Rely on 5S for stable, organized, repeatable work areas.

SPC, Cp & Cpk

• Detect variation inside cells before defects move downstream.

• Improve SMED consistency by reducing variation in setup.

• Depend on TPM to keep machines predictable.• Trigger Jidoka actions when control limits are exceeded.

• Strengthened by 5S, which reduces environmental variability.

LEADER STANDARD WORK

• Audits cell flow, takt adherence, and waste conditions.

• Ensures SMED, TPM, and Jidoka routines are followed consistently.

• Reinforces 5S and maintains discipline in daily tasks.

• Enhances stability, standardization, and accountability.

VISUAL CONTROLS

• Show flow status, takt performance, and WIP in cells.

• Provide visible SMED steps.

• Display TPM maintenance schedules and machine status.

• Enable Jidoka through andon signals.

• Work directly with 5S to maintain clear visual standards.

DAILY ACCOUNTABILITY

• Reviews cell performance, takt adherence, and staffing issues.

• Tracks SMED results and improvement actions.

• Monitors TPM downtime and maintenance.

• Reviews Jidoka stoppages and assigns root-cause actions.

• Reinforces 5S discipline daily.