A
What do we want to create with LEAN
value
Tool for Root cause analysis
5 whys
What does PDCA stand for?
Plan ,Do, Check, Act
what is Takt Time
This is the time in which one product/component needs to be produced in order to satisfy the customer demand
what dose SIPOC stand for ?
supplier input process output customer
What is Value-adding activity？
is what the customer is willing to pay for.
Any activity that physically changes the material/service being worked on and increases its VALUE
What is the steps of A3
1,Initial Problem Perception
2,Problem Clarification
3,Point of Cause
4,Containment
5,Cause & Effect Analysis
6,Cause Investigation&Root cause
7,Countermeasure
8,Sharing & Learnings
3 main cLEAN behaviors
go look see
ask why
show respect
Name at least 3 types of QC tools
Check Sheet
Fishbone Diagram
Histogram
Pareto Diagram
Control chart
Scatter Diagram
Stratification
at least 3 process mapping techniques
flow chart,swim lanes, VA flow chart, VSM ,Spaghetti
Name the 8 waste types
Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects, Skills
At least 3 differences between coaching and facilitation
Ratio,
Type of questions
Closeness to process at hand
Main focus
Timing
Where does the need come from?
Relation to process
Process mapping framework
Conduct Voice of the Customer
Choose approach based on needs
Execute
Implement
Why we need Standardised Work
Standardised work is the foundation to any successful Production System
It is a tool used to assist in training of team members
It is a tool used to confirm existing team members
It is a tool to assist in Problem Solving
It is a tool used to assist in Kaizen activities
It is a tool that line balancing charts can be developed from
3 factors of OEE
Availability x Speed x Quality
Four Steps of SMED
1.Identification: Document the changeover steps and measure the current changeover time.
2.Classification: Identify and Separate internal activities from external activities.
3.Conversion: Convert internal activities into external activities where possible.
4.Improvement: Streamline internal and external changeover elements.Establish Standard Roles, Responsibilities, and Triggers for Starting the Changeover Process
Lucky Draw Prize -No questions
☺
Comparation between VSM and Spaghetti
(Distinguishing feature,Resources required,Desired outcome,Data need/ availability)
VSM
Identifies physical as well as infor-mation flow and the connection of these
High
Reduce lead time, increase PCE, generate roadmap for implementing LEAN principles etc.
High
Spaghetti
Shows physical flow with distance
Low
Reduce walking/transport distance
Low