Lean Prague Autumn 2014 Test

The sentence "Good is not good enough!" is typical for the Toyota Production System. This statement reflects Toyota's commitment to continuous improvement and their pursuit of excellence. In the Toyota Production System, the focus is on eliminating waste, improving efficiency, and constantly striving for better quality. The phrase emphasizes the idea that even if something is considered good, there is always room for improvement and a constant drive to do better. This mindset has been a key factor in Toyota's success and their reputation for producing high-quality vehicles.

A pull system that could correspond to the picture is a "Supermarket." In a supermarket pull system, inventory is stored in a central location (like a supermarket) and production is based on actual customer demand. The supermarket acts as a buffer between different stages of production, ensuring that each stage only produces what is needed by the next stage. This helps to prevent overproduction and minimize waste.

The characteristic feature of the Toyota Production System is actually production according to the pull principle, not the push principle. The pull principle means that production is based on customer demand, where products are only produced when there is an actual order or need for them. This helps to eliminate waste and improve efficiency in the production process. In contrast, the push principle involves producing goods based on forecasts or estimations, which can lead to overproduction and waste. Therefore, the statement that the characteristic feature of the Toyota Production System is production according to the push principle is false.

Connecting processes by one piece flow actually reduces lead time. One piece flow is a lean manufacturing concept that focuses on moving one product or unit at a time between processes, rather than in batches. This allows for a smoother and faster flow of work, minimizing waiting time and reducing the overall lead time. By eliminating the need for large batch processing and reducing waiting time, one piece flow helps to improve efficiency and shorten lead times in production processes. Therefore, the correct answer is False.

The numbers on the board are organized according to the 5S method. 5S is a systematic approach to workplace organization and cleanliness. It consists of five steps: Sort, Set in Order, Shine, Standardize, and Sustain. This method aims to improve efficiency, safety, and productivity by organizing the workplace, eliminating waste, and maintaining cleanliness.

Batch production does not enable sooner identification of quality problems compared to one piece flow. In batch production, products are produced in large quantities before moving to the next step, which means that any quality issues may not be discovered until the entire batch is complete. On the other hand, one piece flow involves producing one product at a time, allowing for immediate identification and resolution of any quality problems that may arise. Therefore, the statement is false.

Value Stream Mapping (VSM) is indeed a method used to visualize the flow of both material and information within a process or system. It is commonly used in lean manufacturing to identify and eliminate waste, improve efficiency, and enhance overall performance. By mapping out the entire value stream, from the raw materials to the end product, organizations can identify bottlenecks, redundancies, and areas for improvement. VSM provides a visual representation that helps stakeholders understand the current state of the process and identify opportunities for optimization. Therefore, the given answer, "True," is correct.

Heijunka is a method used for planning and leveling the production. It involves balancing the workload and production schedule to ensure a smooth and consistent flow of products. By implementing Heijunka, companies can reduce waste, improve efficiency, and meet customer demand more effectively. This method helps to eliminate overproduction and uneven production levels, leading to a more streamlined and efficient production process.

Lead time is considered the most important Lean indicator because it measures the time it takes for a product or service to move through the entire value stream, from the start of production to the delivery to the customer. A shorter lead time indicates efficiency and effectiveness in the production process, as it signifies reduced waste, improved flow, and increased customer satisfaction. By focusing on reducing lead time, organizations can identify and eliminate bottlenecks, streamline processes, and ultimately achieve higher levels of productivity and quality.

The optimal batch according to Lean principles is 1 piece. This is because Lean principles emphasize reducing waste and maximizing efficiency. By producing and consuming only what is needed in the exact amount required, companies can minimize inventory, reduce lead times, and eliminate unnecessary costs associated with overproduction. Therefore, producing and consuming one piece at a time aligns with the Lean principle of "just-in-time" production and helps to streamline operations.

One Piece Flow is the best method for connecting two processes with comparable cycle times because it allows for a continuous flow of work between the processes. With One Piece Flow, each unit of work moves directly from one process to the next without any waiting or inventory buildup. This minimizes lead time, reduces waste, and improves overall efficiency. By contrast, the Supermarket method involves storing inventory between the processes, which can lead to delays and excess inventory. FIFO (First In, First Out) is a method of organizing inventory, but it does not directly address the connection between processes.

The correct answer is Kanban. Kanban is a method that uses a board, often divided into columns, to visualize and manage work. It helps teams to track progress, identify bottlenecks, and improve workflow efficiency. The board on the picture seems to be a representation of a Kanban board, indicating that the method being used is Kanban.

Poka-Yoke is a method within quality management that was used for the proper construction of the part in the picture. Poka-Yoke, also known as mistake-proofing, aims to prevent errors or defects from occurring by implementing mechanisms or processes that make it impossible for mistakes to happen or easily detect and correct them. This method helps ensure that the construction process is error-free and the final product meets the required quality standards.

The correct answer is OEE = availability * efficiency * quality rate. OEE stands for Overall Equipment Effectiveness and is a measure of how effectively a manufacturing process is utilized. Availability refers to the percentage of time that equipment is available for production, efficiency measures the actual output compared to the maximum possible output, and quality rate captures the percentage of products that meet the required quality standards. Multiplying these three factors together gives the overall measure of OEE, which provides insights into the overall performance and effectiveness of the manufacturing process.

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Taiichi Ohno is the correct answer because he was one of the key figures in the development of the Toyota Production System (TPS) and the concept of lean manufacturing. The statement reflects the core principle of TPS, which emphasizes the importance of continuously reducing costs through waste elimination and process improvement. Ohno believed that costs should not be seen as fixed, but rather as opportunities for improvement, and that the goal should be to minimize costs by eliminating waste and inefficiencies in the production process.

SMED stands for Single Minute Exchange of Die, which is a method used to reduce the time it takes to changeover or setup a machine or process. It focuses on identifying and eliminating non-value-added activities during changeovers, such as searching for tools or materials, making adjustments, or waiting for equipment to be ready. By streamlining the changeover process, SMED helps to minimize downtime, increase productivity, and improve overall efficiency.

VSM (Value Stream Mapping) is a lean management tool that focuses on visualizing and understanding the flow of materials and information through a process. It helps identify and eliminate waste, improve efficiency, and enhance overall process performance. One of the key aspects of VSM is analyzing the relationship between different processes and identifying areas of improvement. By mapping out the current state and future state of the processes, VSM enables organizations to identify bottlenecks, streamline operations, and create a more efficient and effective workflow. Therefore, the correct answer is "Relationship of the processes".

Changeover according to Lean principles is considered as waste because it doesn't contribute to the appreciation of a product. It refers to the time and effort required to switch from producing one type of product to another. This includes tasks such as cleaning, reconfiguring equipment, and setting up new materials. Lean principles aim to eliminate waste in all forms, including changeover time, in order to improve efficiency and productivity. Therefore, minimizing changeover time is crucial in Lean manufacturing to reduce waste and maximize value-added activities.

The Lean methodology focuses on continuous improvement and creating value. It aims to reduce waste and increase efficiency. The "North Star" represents the primary indicators of improvement. The options given are 100% creation of value, safety and health of employees, changeover time is zero, and increase of the lead time. Among these options, increase of the lead time does not belong as it goes against the principle of Lean methodology, which seeks to reduce lead time and eliminate delays in the production process.

The material depicted in the picture is managed by the FIFO (First-In-First-Out) system. This system ensures that the oldest inventory is used or sold first, reducing the risk of obsolescence or spoilage. It follows a sequential order, where the first item received is the first one to be used or sold. This system is commonly used in industries where perishable or time-sensitive goods are involved, such as food and beverage or pharmaceuticals.

The pacemaker process is the first process that occurs after the last supermarket. This means that it is the process that follows the final storage location in the production line. It is responsible for initiating the production of goods after the inventory at the supermarket has been depleted.

As a first step, you should remove unnecessary numbers and signs from the board. This will help declutter the board and make it easier to locate the numbers from 1 to 50. By removing any irrelevant or extraneous information, you can streamline the task and focus on finding the required numbers more efficiently.

Kaizen flashes are used to indicate areas of the value stream that have been identified as having potential improvements or waste. This means that these areas have been analyzed and evaluated, and specific opportunities for improvement or elimination of waste have been identified. The purpose of the Kaizen flashes is to draw attention to these areas and encourage further analysis and action to implement the identified improvements or eliminate waste.

According to Lean principles, the strategy we choose while solving waste is elimination. This means identifying and removing any activities or processes that do not add value to the final product or service. By eliminating waste, we can streamline operations, improve efficiency, and reduce costs. This approach focuses on identifying and addressing the root causes of waste rather than just reducing or optimizing it.

The customer takt is the maximum amount of time allowed to produce one unit of a product in order to meet customer demand. In this case, the customer needs 1,000 pcs of the product and the shift has 7.5 hours, which is equivalent to 450 minutes. To find the customer takt, we divide the total available time (450 minutes) by the required quantity (1,000 pcs). This calculation gives us 0.45 minutes or 27 seconds per unit. Therefore, the correct answer is 27 seconds.

The kanban board in the picture indicates that the yellow product (3rd) needs to be immediately supplied. This means that there is currently a shortage of the yellow product and it should be prioritized for replenishment. The signal is telling the team or supplier to take immediate action to ensure that the yellow product is available.

The ROM method is a technique used to analyze and improve processes by identifying and eliminating waste. It focuses on activities that can be influenced by human intervention, such as manual tasks, decision-making processes, and communication. By analyzing these activities, organizations can identify areas for improvement and implement changes to increase efficiency and productivity. Therefore, the correct answer is "All activities, which can be influenced by human."

Kanban is a lean manufacturing method that focuses on just-in-time production and minimizing waste. It requires a steady and continuous flow of work. Product B from the listed ABC / XYZ analysis is not suitable for Kanban because it may have unpredictable demand or irregular production requirements, making it difficult to maintain a smooth flow of work.

The answer is 5 because it is stated in the question that we are looking for the production simulation round with the highest productivity. Since round 5 is the only option given, it must be the round with the highest productivity.

The production process depicted in the picture is likely to be a push system because the cardboard boxes are being produced based on a predetermined schedule or forecasted demand. This means that the boxes are being pushed through the production process regardless of actual demand. Additionally, the low flexibility of the process suggests that it is not easily adaptable to changes in demand or product variations. The short lead time may not be applicable to the picture as it is not mentioned or evident from the given information.

3P stands for Production Preparation Process, which is a method used to simulate the production process using cardboard. This method involves creating a physical mock-up of the production line using cardboard or other materials to represent the various components and processes involved. By using cardboard, teams can visualize and test the layout, flow, and efficiency of the production process before implementing it. This allows for identification and resolution of any potential issues or improvements before actual production begins, ultimately leading to a more streamlined and efficient production process.

The correct answer is injuries and design. According to the Toyota Production System, the list of the 7 wastes includes motion, overprocessing, transport, inventory, waiting, defects, and overproduction. Injuries and design are not specifically mentioned as wastes in this system.

The lead time of cardboard boxes at the final assembly workstation is calculated by dividing the total demand by the net working time. In this case, the customer's demand is 20 products per day. Since each product consists of one big and one small cardboard box, the total demand for cardboard boxes is 40 per day. The net working time is 5 minutes per day. Dividing 40 by 5 gives us 8, which means it takes 8 days to produce 40 cardboard boxes. Therefore, the lead time is 1.2 days.

The picture depicts a situation at the beginning of a shift where there are only a few undercarriages present. This suggests that the quantity of undercarriages on this workplace is low.

5S is a method used for organizing the warehouse/workplace. It is a systematic approach that focuses on creating and maintaining a clean, organized, and efficient work environment. The 5S methodology includes five steps: Sort, Set in Order, Shine, Standardize, and Sustain. By implementing these steps, organizations can improve productivity, safety, and quality by eliminating waste, reducing clutter, and ensuring that everything has a designated place.

Henry Ford believed that the most important attribute of effective production was flow. Flow refers to the smooth and uninterrupted movement of materials and processes in a production system. Ford's innovative assembly line system revolutionized the manufacturing industry by allowing for a continuous flow of work, reducing lead time, increasing productivity, and ensuring high-quality output. By organizing the production process to eliminate bottlenecks and delays, Ford was able to achieve efficient and cost-effective mass production of automobiles.

Point kaizen refers to the practice of making small, incremental improvements in specific areas or processes within a workplace. "Work with standards" is a method of point kaizen that involves ensuring that employees are following established standards and procedures in their work. This helps to eliminate variations and inconsistencies, leading to improved efficiency and quality. SMED (Single-Minute Exchange of Die) is another method of point kaizen that focuses on reducing the time it takes to change over equipment or tools in order to minimize downtime and increase productivity. Both of these methods align with the concept of point kaizen by targeting specific areas for improvement.

The symbol in the picture represents a supermarket. In the context of Kanban, a supermarket is a designated area where materials or components are stored for production. It acts as a buffer between different stages of the production process, ensuring that materials are readily available when needed. The use of a supermarket helps to minimize delays and disruptions in the production flow by maintaining an adequate inventory level.

The most severe problems in the workplace of final assembly of a trailer are the placement of the material and extensive work in progress. The placement of the material refers to the incorrect positioning of materials during assembly, which can lead to errors and defects in the final product. Extensive work in progress indicates a high amount of unfinished work, which can cause delays, inefficiency, and potential quality issues. Both of these problems can significantly impact productivity, quality, and overall performance in the final assembly process.

Autonomous maintenance refers to the work carried out by maintenance operators who are assigned to a specific section. These operators are responsible for performing maintenance tasks in their designated area, ensuring that equipment and machinery are functioning properly. This approach allows for a proactive and decentralized maintenance system, where operators take ownership of the maintenance tasks in their area, reducing the reliance on external maintenance teams. By assigning maintenance operators to specific sections, it ensures that they have a deep understanding of the equipment and can quickly address any issues that may arise.

The symbols in the picture are withdrawal kanban and production kanban. Withdrawal kanban is used to signal the need to withdraw materials from the supermarket, while production kanban is used to signal the need for production to replenish the supermarket. These symbols are commonly used in the kanban system, a lean manufacturing method that aims to improve efficiency and minimize waste.

The correct answer is "Amount of time necessary to be released at pacemaker process to produce a batch, Takt". A pitch refers to the amount of time required for a batch to be released at the pacemaker process. It is the time interval needed to produce a batch and is often determined by the Takt time, which is the rate at which the product needs to be produced to meet customer demand. The pitch is an important factor in production planning and scheduling as it helps ensure that the pacemaker process operates efficiently and meets the required production rate.

According to the Lean theory, 5S can be considered as the first step of each change because it involves sorting, setting in order, shining, standardizing, and sustaining, which are essential steps to initiate and implement any change effectively. It is also the pre-condition for process stability in all fields as it helps in organizing and standardizing workspaces, reducing waste, and improving efficiency. Additionally, 5S is the basis for robust processes as it promotes discipline, continuous improvement, and visual management. Lastly, it is the basis for safety and health at the workplace as it ensures a clean, clutter-free, and organized environment, reducing hazards and promoting employee well-being.

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