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Lean Management (Subject) / Fragen 1-37 (Lesson)

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• 2) 5M men machines methods materials money
• 3) Definition of production management Planning, implementing, coordinating and controlling the activities required to make a product, typically involving effective control of scheduling, cost, performance, quality, and waste requirements.
• 1) What are the main challenges of production management? - higher consumer expectations - bigger selection of products - customization - shorter lifecycle of products - products are more complex - higher competition - higher environment protection - protection of worker's rights - higher safety standards - low supply of labour
• 4) What's a process a series of actions or steps taken in order to achieve a particular end
• 5) What's a system a set of connected elements or devices that operate together
• 6) CNC Computerized Numerical Control (CNC) e.g. milling machine
• 7) Basic outlines of production organization - Elimination of waiting - Balanced workflow - linear stream of production- no crossings/returns - specialization of employees - parallel production of sub-components - elasticity
• 8) FMS A flexible manufacturing system (FMS) is a method of producing goods that is easily adaptable to changes in the product being manufactured, both in type and quantity: machine and computerized systems are configured to manufacture different parts and handle varying levels of production 
• 9) Name a few cultural differences between Japanese and Western cultures Punctuality is important in Japan, showing up even a few seconds late can be interpreted as disrespectful In some Western countries its common to be late. It's absolutely accepted. homogenous society -> 98% of the Japanese society are natives heterogeneous society --> melting pot  social hierarchy is important in Japan, especially the relationship between young and old collectivism vs individualism 
• 10) PDCA Plan Do Check Act
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• 11) Lean Management - a systematic method for the elimination of waste - derived mostly from the Toyata Production System (TPS) - most popular quality management method nowadays - consists of several techniques/tools
• 12) What's waste for lean? - pure waste - wast created by work overload - waste created by work unevenness 
• 14) Two Types of Muda Typ 1: The non value added activity for end customer but it is necessary Typ 2: The non value added activity which is not necessary. It is targeted to eliminate this type of wastage
• 15) Kaizen Means improvement in Japanese
• 13) Muda-waste Transport (moving products that are not actually required to perform the processing) Inventory (all components, work in process and finished products not being processed) Motion (people or equipment moving or walking more than required to perform the processing) Waiting (waiting for the next production step) Overproduction (production ahead of demand) Overprocessing (resulting from poor tool or product design creating activity) Defects (the effort involved in inspecting for and fixing defects)
• 16) Kaizen assumptions - Continuous improvements - PDCA - Our organization is a system of thinking people - improvement has no end - numerous small improvements are better than revolutionary changes - everybody is involved in the improvement - All I do must lead to my client satisfaction  - my client is a person after me in the production process 
• 17) Kaizen principles 1) Get rid of all old assumptions 2) Don't look for excuses, look for ways to make things happen 3) Say "no" to the status quo 4) Don't worry about being perfect - even if you only get it half right - start now" 5) It does not cost money to do KAIZEN 6) If something is wrong "Fix it now" 7) Good ideas flow then the going gets tough 8) Ask "why" five times- get to the root cause 9) Look for wisdom from TEN people rather than one 10) Never stop doing KAIZEN
• 18) Ishikawa diagram - Common uses of the Ishikawa diagram are production and quality defect prevention to identify potential factors causing an overall effect - Factors contributing to defects: Measurements/Materials/Personnel/Environment/Methods/Machines
• 19) JIT - Just in Time - Methodology aimed at reducing flow times within the production system and response times from suppliers and to customers - Allows inventory reduction and production cycle time reduction  - Requires perfect cooperation with suppliers which might be a problem
• 20) Ergonomics - Reduction of unnecessary movements - Creation of worker-friendly workpost
• 21) VSM - Value Stream Mapping - Aim: reduction of actions that do not add value - Method for analyzing the series of events that take a product or service from its beginning through to the customer in terms of value-added during every event 
• 22) TPM Total Productive maintenance focuses on keeping all equipment in top working condition to avoid breakdowns and delays in manufacturing processes Where is a real loss when a breakdown occurs= - collecting data - replacing parts that are still in working condition - operators able to do basic maintenance - storing critical spare parts - maintenance scheduled, does not disturb production
• 23) SMED- Single Minute Exchange of DIE - it's a tool change (changeover) - changeover is the time it takes to configure a machine for a different product type - quick changeover is critical 
• 24) Kanban - Kanban is a visual signal that's used to trigger an action - The word Kanban is Japanese and roughly translated means "card you can see" - Toyota introduced the use of Kanban in a relay system to standardize the flow of parts in their just in time production lines 
• 5s sort - eliminate unnecessary things straighten - arrange a place of work shine - clean standardize - uniform procedures sustain - make it a way of life
• What information is necessary to plan production? - Demand on our products (orders and deadlines) - sales department - Demand forecast (e.g. advent calendars) - sales/marketing/forecast department - Production capacity - maintenance department, HR department, inventory - New product development - R&D, maintenance - BOMs - Bill of Materials 
• 27) Bill of Materials a list of quantities of: - raw materials, - sub-assemblies, - intermediate assemblies, - sub-components, - parts needed to manufacture an end product
• 28) Materials Requirement Planning (MRP) - IT system to manage production - It is a database with our inventory and BOMs - When the order arrives it calculates our demand for components and matches it with the quantities in the inventory
• 29) Manufacturing Resource Planning (MRP II) - Method for the effective planning of all resources of a manufacturing company - Not only calculates material requirements but also coordinates the work of machines and human labor in order to use them efficiently - such a system allows the reduction of waiting time and allocates operations evenly 
• 30) Grouping of production orders - it is a good idea to group orders in larger batches with similar operations to exploit the experience curve and save the time of changeovers - furniture production - good example
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• 31) Gemba - Gemba - the actual place - Assumption: problems are visible, so in order to understand a problem it is advisable to go to a place where it occurs - Gemba-walk - practice of regularly going to the Lean workplace to see the actual practices
• 32) Poka-Yoke - The mechanism in any process that helps to avoid mistakes  - Its purpose is to eliminate product defects by preventing, correcting or drawing attention to human errors as they occur  
• 33) Kamishibai - Method of visual control for performing audits within a manufacturing process - A series of cards are placed on a board and selected at random or according to schedule by supervisors and managers of the area - This ensures safety and cleanliness of the workplace and maintenance hat quality checks are being performed - It allows to familiarize the workers with the work done by others
• 34) Jidoka - intelligient automation  - focus on supervisory in automation - sometimes called "autonomation" Four steps: 1) Detect the abnormality 2) Stop 3) Fix or correct the immediate condition  4) Investigate the root cause and install a countermeasure 
• 35) KPI Key performance indicators - percentage of market share - new sales - net profit margin - operational cash flow
• 36) 6 Sigma - set of techniques and tools for process improvement - Introduced at Motorola in 1986 - Aim: eliminating defects and reducing variability - Intended outcome: a few defects per million - executed in a form of projects - requires creation of structures of people who are experts in it
• 37) DMAIC Define Measure Analyze Improve Control
• 36) 6 Sigma Assumptions - continuous efforts to achieve stable and predictable process results (e.g. by reducing process variation) are of importance to business success - manufacturing and business process have characteristics that can be defined, measures, analyzed, improved,  and controlled - achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management   

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