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31 Cards in this Set
- Front
- Back
The 5 Why's |
A problem solving technique where you repeatedly ask and answer the question "why?" 5 times to get to the root of the problem. |
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Heijunka |
Production smoothing or leveling, absorbs fluctuations in demand, even output flow through very small production bathes throughout the manufacturing line.
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Muda |
Activity which is wasteful or unproductive, using more resources than necessary (7 lean wastes) |
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Mura |
Inconsistency, excess variation, makes it hard to predict when a product will be finished |
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Muri |
unreasonable overuse, people and machinery are pushed beyond their limits so they can not work to their full potential |
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5S |
Sort, Straighten, Shine, Standardize, Sustain |
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Hoshin Kanri |
eliminates waste that stems from poor management. create a strategic plan, develop tactics, take action, review and adjust |
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One Piece Flow |
completing one single unit of production at a time as needed. allows companies to match demand with production |
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Andon Cord |
information tool that provides instant, visible, and audible warning to the operations team that there is an abnormality within that area |
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7 Lean Wastes |
Transportation, inventory, motion, waiting, over processing, over production, defects |
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Kaikaku |
radical overhaul of an activity to eliminate all waste and create greater value |
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Quick Changeover |
converting a line or machine from running one product to another, achieved through SIngle Minute Exchange of Dies which identifies internal and external processes |
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Gemba |
place that matters most, describes where the action takes place, for instance the floor in manufacturing
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Genchi Genbutsu |
"Go and see for yourself" |
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Spaghetti Diagram |
method that uses a continuous line to trace the path and distance traveled of an object or person throughout a process. trying to expose inefficient process layouts and unnecessary travel distance between steps |
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Current State Map |
part of value-stream mapping. snapshot showing how materials and info flows from order to delivery |
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Plan, Do, Check, Act (PDCA) |
continuous improvement model that looks to plan ahead for change, execute the plan, check the results, and take action to improve the process again. |
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Supermarket pull system |
components are pulled from shelves to the assembly line, then are replenished |
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Defects per million opportunitites (DPMO) |
average number of defects per unit observed during an average production run divided by the number of opportunities to make a defect on the product normalized to one million |
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Standardized Work |
a precise description of each work activity specifying cycle time, takt time, the work sequence of tasks, and minimum inventory of parts on hand needed to conduct the activity, eliminates variance |
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Jidoka |
intelligent automation, humanized automation. it will detect malfunction/defect, stop itself, and alert the operator |
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Sensei |
teacher or instructor, encourages individuals and teams to seek experts who can provide advice and coaching |
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Kaizen |
continuous improvement |
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Kanban |
A method of JIT production that uses containers with a card attached, the card is used to signal when parts need pulled from other operations or suppliers |
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Standing in the Circle Exercise |
an exercise used to train one's eye to see unproductive activity and waste that cannot be recognized by a passer-by's untrained eye |
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Total Productive Maintenance (TPM) |
eliminating waste/loss by maintaining your equipment |
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Poka Yoke |
Japanese word meaning mistake proofing |
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Voice of the Customer (VOC) |
process used to capture the requirements/feedback from the customer to provide customers with the best service/product quality |
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Failure Mode and Effective Analysis (FMEA) |
a qualitative and systematic tool used to help anticipate what might go wrong with a process or product. helps find the possible causes of failure and to detect when future failures may occur |
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Future State Map |
a projection of how a value stream should look in the future, helps remove bottlenecks. analyze the current value stream and decide what changes to improve production |
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Taichi Ohno and Shigeo Shingo |
created total elimination of inventory and arranging parts for JIT production. Production boss and industrial engineer of Toyota |