Term
| The trouble with large-lot production |
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Definition
| 1. Inventory waste 2. Delay 3. Declining quality |
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Term
| The benefits of quick changeover for companies: |
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Definition
a. Better quality
b. Faster delivery
c. Enhanced flexibility
d. Increased capacity
e. Lower cost |
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Term
| The benefits of quick changeover for associates: |
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Definition
a. Knowledge
b. Job security
c. Safety
d. Simplicity |
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Term
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Definition
| This type of element can be done while the machine is still processing. |
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Term
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Definition
| This type of element can only be done when the machine is stopped or shut down. |
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Term
| The basic steps in a traditional changeover. |
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Definition
a. Preparation
b. Removing & Mounting
c. Measurements, settings, & calibrations
d. Trial runs & adjustments. |
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Term
| Analyzing changeover operations. |
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Definition
a. Preliminary Step (Setup Analysis)—Video record the changeover.
b. Stage I—Separate internal & external changeover elements.
c. Stage II—Convert internal to external changeover elements.
d. Stage III—Streamline |
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Term
Analyzing changeover operations - Stage I
(Separate internal & external changeover elements) |
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Definition
1. Checklists
2. Function checks
3. Improved transport |
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Term
| Making improvements by the rules. |
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Definition
a. Rules
1. Follow the improvement steps.
2. Use the improvement methods.
b. Industrial Engineering (IE) is hands-on activity based on the facts, not opinion. |
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Term
| Process improvement steps: |
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Definition
a. Discovery is initiated by dissatisfaction.
b. What needs improved?PQCDSM Checklist.
c. Analysis of current conditions (get the facts). 5W1H (p. 61).
d. Identify major (vital few) problem points (the Big 3).
e. Create improvement plan
f. PDSA
g. Follow-up/Anchor Change |
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Term
| The purpose and key points of flowcharting. |
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Definition
a. Graphic capturing the steps in a process.
b. Flowcharts with built-in intelligence. |
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Term
| Types of Process Analysis |
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Definition
a. Product flow charting—Study the flow of a product through the various operations (most common type).
b. Operator flow charting —Study the movement & motions of a worker.
c. Joint process analysis |
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Term
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Definition
| continuous improvement of person and process |
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Term
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Definition
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Term
| Type-I: Motions Required for Performing an Operation |
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Definition
a. Value-adding (improve)
b. Necessary (all cost—improve and reduce)
c. Unnecessary (all cost—eliminate or improve) |
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Term
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Definition
1. Assemble
2. Disassemble
3. Use |
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Term
| b. Necessary (all cost—improve and reduce) |
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Definition
1. Transport empty
2. Grasp
3. Transport loaded
4. Release load |
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Term
| c. Unnecessary (all cost—eliminate or improve) |
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Definition
1. Reposition—due to poor arrangement, method
2. Inspect |
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Term
| Type-II: Motions That Slow Down Type-I Motions |
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Definition
1. Search
2. Find
3. Select
4. Preposition
5. Hold |
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Term
| Type-III: Motions That Do Not Perform An Operations |
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Definition
1. Rest
2. Plan
3. Unavoidable Delay
4. Avoidable Delay |
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Term
| who wrote Motion study “Time is a shadow of motion.” |
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Definition
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Term
| b. The purpose of motion study. |
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Definition
1. Understand motion sequences and methods in various parts of the body.
2. Identify the “Big 3” as they exist in these motions.
3. Determine if the subject is using their body in a balanced way to perform work. |
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Term
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Definition
a. Operator flow charting.
b. Therblig analysis.
c. Video analysis.
d. Cyclegraphic analysis
e. Chronocyclegraphic analysis. |
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Term
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Definition
| Double capacity and the per unit production cost is 60% of the lower capacity option. |
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Term
| The philosophical differences of equipment selection. |
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Definition
a. The “Supermachine” philosophy.
b. The “lean thinking mini-machine” philosophy. |
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Term
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Definition
a. Acquire and learn to use the best equipment and tools.
b. Serpentine layout.
c. Add capacity in small increments.
1. Same type.
2. Accurate, consistent, easy to maintain and setup. |
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Term
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Definition
a. High production efficiency is maintained by preventing defects, mistakes, and accidents.
b. Three elements of the standard work sheet:
1. Cycle time
2. Work sequence
3. Standard inventory |
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Term
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Definition
a. Give the machine intelligence to make decisions.
b. Zero monitor manufacturing demands autonomation.
c. Autonomation changes the meaning of management.
d. Stopping the machine when there is trouble forces awareness on everyone. |
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Term
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Definition
a. Kanban is the operating method of most lean manufacturing systems.
b. Kanban information
1. Pickup information.
2. Transfer information.
3. Production information. |
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Term
| The functions and rules of kanban. |
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Definition
a. Kanban is a tool.
b. Kanban is a way to achieve JIT. It’s purpose is JIT.
c. Kanban highlights the goal of eliminating muda.
d. Enforcement of the kanban rules is a never-ending problem. |
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Term
| Kanban as a productivity improvement system. |
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Definition
| a. Rule #2—Produce only in accordance with the kanban |
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Term
| When pulling, the line runs at the speed of the slowest station. |
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Definition
| When pulling, the line runs at the speed of the slowest station. |
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Term
| Three Pillars of the lean system |
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Definition
1 TQM (key #11)
2 TPM (key #9)
3 JIT
Kanban |
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Term
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Definition
a. JIT systems require pulling and leveled production (i.e., heijunka).
b. Equalize the work loads for types (models) and quantities (lot sizes). |
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Term
Which is best alternative to meet the monthly quota (20 working days)?
1. 200A – 100B – 300C – 200D
2. 2A – B – 3C – 2D repeated five times/day.
3. C – A – D – C – B – C – A – D repeated five times/day. |
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Definition
3. C – A – D – C – B – C – A – D repeated five times/day.
This makes the lot sizes to a standard one piece lot but you need to get a change over really quick |
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Term
| 1. The Five Components of TPM |
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Definition
a. Prevention Maintenance—Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary.
b. Predictive Maintenance—Determining the life expectancy of components in order to replace them at the optimum time.
c. Corrective Maintenance—Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
d. Preventive Maintenance—Using scheduled or planned maintenance to ensure the continuous, smooth operation of equipment.
e. Autonomous Maintenance—Involving production employees in the total machine maintenance process. |
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Term
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Definition
a. TPM generates a payoff that covers the capital and human investment.
b. The benefits of TPM can only be estimated but, nevertheless, should be based on life-cycle costing. |
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Term
| 3. The Five Pillars of TPM. |
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Definition
a. Improvement activities are designed to increase equipment effectiveness by eliminating the “6 Big Losses”:
b. An autonomous maintenance program to be performed by equipment operators.
c. A planned maintenance system.
d. Training to improve the maintenance skills of operators and maintenance personnel.
e. A system for prevention maintenance and new equipment management via corrective maintenance. |
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Term
| The Three Principles of Prevention |
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Definition
a. Maintain normal conditions.
b. Early discovery of abnormalities.
c. Prompt response. |
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Term
| a. Improvement activities are designed to increase equipment effectiveness by eliminating the “6 Big Losses”: |
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Definition
1. Breakdown losses
2. Changeover losses
3. Idling and minor stoppage losses
4. Quality defects and rework
5. Reduced speed losses
6. Start-up/yield losses |
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Term
| The Make/Ship Loop (The traditional) |
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Definition
1. Backorders create complacency.
2. Trouble starts when customers demand faster delivery times.
a. Broken promises.
b. Excess finished goods inventory |
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Term
The Make/Ship Loop
The lean thinkers shift the focus to time. |
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Definition
1. Reduced inventories.
2. Reduced cycle time.
3. Process improvement—Shrink the time line. |
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Term
| The Order Processing and Distribution Loops |
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Definition
a. The customer’s order starts the process.
1. Order touched?
2. People involved?
3. Time? |
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Term
| Cycle time reductions go right to the bottom line, |
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Definition
| which is why management should be focused on process improvements via the 20 keys. |
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Term
| When production rate cycle time is altered, this will also change the cycle times for the activities that support the production system. It affects: |
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Definition
a. Productivity
b. Break Even Point [FC/(R/unit – VC/unit)]
c. Operational Capacity – availability of stock
D. operating capacity – rate or speed |
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Term
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Definition
| Product, Quality, Cost, Delivery, Safety, Morale (motivation) |
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Term
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Definition
Japanese’s words
Muda – Waste
Mura – unevenness or inconsistency
Muri - irrationality |
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Term
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Definition
| First years machine is underused, then by later years demand grows, machine’s always needed and there’s no time for maintenance |
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Term
| lean thinking mini machine” philosophy |
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Definition
i. The speed of the process, not the speed of the machine, is important
ii. If one machine breaks down, your still good
iii. And you can do maintenance on one machine and run the others
iv.“Serpentine layout” = allows people to see the others on the line |
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Term
Maintaining Equipment
eliminate 3 evils |
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Definition
| ( contamination, lack of lubricants, bad operation) |
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Term
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Definition
| a set of techniques that enable us to changeover a machine or process in less than 10 minutes; file retrieval in less than 1 min. |
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