WSM MIDTERMS REVIEWER

Lean Manufacturing Concepts

Measurement of the worth of Goods or services, by a customer based on it's usefulness in satisfying customer needs.

Activity, process, or operation that changes the product form one form to another in order to get it closer to the customer's specifications

Something that the customer is willing to pay for.

Represents unproductive resources

Any activity that adds costs of time but does not add value

Cosuming more resources than necessary to produce the goods, or services, that the customer wants

Type of waste

DOWNTIME MEANS

Defective or scrap materials

Cost of inspecting defects

Responding to customers complaints

Rework or re-inspection of questionable materials

Operator Waiting for machines to run or cycle

Machine waiting for operator

Waiting fr parts, instructions approval, information, maintenance, decisions

Double or triple handling, moving in and out of storage areas and warehouses

Material can get damaged if it's moved too much

It adds no value and is often used to get the extra inventory out of the way

Employees are seen as source of labor only, not as true process experts

People are told what to do, and asked not to think

Emloyees are not involved in finding solutions, oppurtunities to improve our process are missed.

walking without working

Searching for tools, materials or information.

Reaching, bending or unnecessary motion due to poor house keeping or workplace layout

Process is not designed with employees in mind

Requires people, equipment and space to count, transport, store and maintain it.

If we do not get orders the material wil become obsolete, and be thrown away

Inventory is often used to hel hide other wastes

Time spent doing something incorrectly, inspecting for errors, or fixing errors

Doing more than what is needed by the customer or doing it sooner than needed

Unnecessary movement of the "product" in a system

Waiting for the next event occurs or next work activity

Excess inventory, cost through financial costs, storage and movement costs, spoilage, wastage

Unnecessary movement by employees in the system

Doing work hat is not valued by the customer or caused by definitions of quality that are not aligned with patient needs

Waste and loss fue to not engaging employees, listening to their ideas, or supporting their careers

A manufacturing philosophy to increase production efficiency by grouping a variety of parts having similarities of shape, dimension and /or process route

A manufacturng philosopy that justifies batch production by capitalizing on design and manufacturing siilarities among component parts. In batch production, the products are made in small batches and large variety

Other term for Machine groups

Used when the parts assigned to the group follow the same machine sequence

Types of layout in the GT cell

Study of an operation or group of related operations for the purpose of analyzing their efficiency and effeciveness so that improvement can be developed

Same basic objectives as methods engineering

Use of operation Analysis to methods analysts

The standardization of materials like other methods improvement techniques, is a. _________________.

A form of business and manufacturing organization that links business together

Largest Vehicle Manufacturer in the word with annual sales of over 9 million vehicles

Success Due to two techniques, JIT and TPS

Continual problem solving is central to JIT

Eliminating excess inventory makes problems immediately evident

is a philosophy of continous and forced problem solving via a focus on throughput and reduced inventory

emphasizes continous improvement, respect for people and standard work practicies

supplies the customer with their exact wants when the customer wants it without waste.

the time it takes for goods to go through the on work step in the production process

the time for goods to go through the whole process

Powerful strategy for improving operations

Materials arrive where they are needed

Identifying problems and driving out waste reduces costs and variability and improves throughput

Requires a meaningful buyer-supplier relationship

Make all we can just in case

Makes the what's needed when we need it

Aligns production with customer demand

Center around specific work

Effective to determine over / under production

Average production time for the final product

Include actual production time

Effective to determine bottle neck

2 main pillarsof toyota production system

Automation with human touch

The bases of toyota production system

produced according to what is needed, when it is needed and new much is needed

a strategy to improve return on investment by reducing inventory and associated costs

The process driven by Kanban Concept

A scheduling sysem, for lean manufacturing and just-in-time manufacturing

Means sign or instruction card

Highlights the causes of problems because work stops immediately when a problem first occurs

4 principles of JIDOKA

Helps organizations meet demand while reducing wastes in production and interpersonal processes

Reducing the uneveness in a production process

Minimizing the chance of overburden

A long-term approach that systematically seeks to achieve smal incremental changes in processes in order to improve efficiency and quality

Continous improvement

5S stands for

When in doubt, move it out - red tag technique

A place for everything and everything in its place

Clean and inspect or inspect through cleaning

Make up rules, follow and enforce them

Part of daily work and it becomes a habit

A study conducted by the Material Handling Institute revealed that between ________________ of bringing a product to market is associated with __________.

A technique for the analysis of man activity that uses motion-picture camera

Minimization of physical and intuitive workloads of the people involved in performing activity,

Guides the designer to create better equipment, fixtures, workplace, furniture, jigs, and other labor devices.

movements should be and can be done naturally

simultaneous movement of body parts reduces fatigue and increases productivity

Rythm referees to regular repetition of a movement or pattern

Activities shoud be design to be encourage habituation

Process should be standardzed and no unecessary activities or movements are added

Are the principles that are expanded to different specialists in order to achieve motion economy.

The 3 principle of motion economy

Developed by Frank and Lillian Gilberth.

Key factors of simplifying work

Directly advance progress of work. May be shortened but difficult to eliminate completely

Motion of empty hand to or object; tie depends on distance moved; usually preceded by Release and followed by Grasp

Movement of loaded hand; time depends on distance, weight, and type of move; ussuay preceeded by Grasp and followed by release or position.

Closing fingers around an object; begins as the fingers contact the object and ends when control has been gained; depends on type of grasp; usually preceded by reach and followed by move

Relinquishing control of object, typically the shortes of the therbligs

Positioning object in predetermined location for later use; usually occurs in conjunction with Move, as in orienting a pen for writing.

manipulating tool for intended use; easily detected, as it advances the progress work

Bringing two mating parts together; usually preceded by position or Move; followd by Release

Opposite of assembe, separating mating parts; usually preceded by Grasp and followed by Move or Replace

Eyes or hands groping for object; begins as the eyes move in to locate an object

Choosing one item from several; usually follows search

Orienting object during work, usually preceded by MOve and folowed by Release

Comparing obect with standard, typically with sight, but could also be with the other senses

Pausing to determine next action; usually detected as a hesitation preceding motion.

Beyond the operator's control due to the nature of the opertaion, left hand waiting while right hand completes a longer reach

Operator solely responsible for idle time, ege

Appears periodically, not every cycle, depends on the physical workload

One hand supports object while other does usefu work