Lean Practitioner I CHOOLS No Comment 28Oct Share Welcome to your Lean Practitioner I What is the main goal of Lean? Reduce headcount Eliminate waste and create value Increase paperwork Slow down production Lean focuses primarily on Cost accounting Customer value and waste elimination Employee bonuses Technology upgrades Who is considered the father of the Toyota Production System, the foundation of Lean? Henry Ford Taiichi Ohno W. Edwards Deming Shigeo Shingo Lean thinking originated from which company? Ford Motor Company Toyota General Motors Honda Lean is primarily about Doing more with less Doing less with more Cutting quality for speed Ignoring customer needs How many key principles of Lean exist according to Womack and Jones? Three Four Five Six The first principle of Lean is Map the Value Stream Define Value Pursue Perfection Create Flow "Pull" in Lean means Producing based on demand Producing in advance Pushing products to customers Stockpiling inventory Which principle focuses on the continuous removal of non-value activities? Flow Perfection Value Stream Pull Creating flow ensures Smooth movement of materials and information Random production scheduling Batch and queue processes Unbalanced workloads Value Stream refers to A financial investment All actions required to bring a product to the customer A single process stepA single process step Customer service calls Value Stream includes All processes from concept to delivery Only manufacturing steps Only design activities None of the above Mapping a Value Stream helps identify Profitable customers Waste and improvement opportunities New marketing strategies Pricing strategies Which tool is commonly used to visualize a value stream? Pareto chart VSM (Value Stream Map) Control chart Histogram The value stream shows both: Product and finance flows Material and information flows Equipment and safety flows Personnel and HR flows How many classic wastes are identified in Lean? 7 5 9 12 Which of the following is NOT one of the 7 wastes? Overproduction Waiting Innovation Defects Overprocessing waste means Doing more work than required Producing too few parts Lack of customer orders None of the above Motion waste refers to Idle workers Unnecessary movement of people Overproduction Waiting for materials Inventory waste occurs when There is just-in-time delivery Too much stock is held Demand is stable Flow is smooth Defect waste results in Rework or scrap Improved quality Faster flow None of the above Transportation waste is Movement that does not add value Necessary shipping Customer delivery None of the above Waiting waste occurs when People or machines are idle Work is flowing smoothly Value is being added Output matches demand Underutilized talent waste means Workers not used to full potential Machines breaking down Excess raw material Overtime work Waste elimination should focus on Symptoms Root causes Short-term fixes Ignoring process flow A Lean attitude promotes Continuous improvement Blame culture Top-down control only Ignoring problems Lean behaviour emphasizes Teamwork and respect Competition among workers Hiding problems Batch processing Lean thinkers view problems as Failures to hide Opportunities to improve Employee mistakes Managerial issues only A core Lean mindset is Continuous learning Quick blaming Rigid procedures Avoiding experimentation Lean leaders encourage Autonomy and problem-solving Micromanagement Delayed decision-making Bureaucracy The purpose of a Waste Walk is to Observe processes and identify waste Audit financials Conduct HR reviews Design new layouts Before a Waste Walk, participants should Understand the process being observed Prepare production schedules Review marketing data Skip training Waste Walk observations should focus on Actual work as it happens Theoretical flowcharts only Past performance data Employee opinions only A key rule of a Waste Walk is No blame—focus on process Assigning responsibility immediately Collecting punishment data Ignoring inefficiencies Waste Walk teams should include Only managers Cross-functional members Only operators External auditors VSM stands for Visual Standard Map Value Stream Mapping Variable Source Measurement Value System Method The first step in creating a VSM is Collect financial data Implement solutions Identify the product family Write SOPs VSM helps visualize Flow of material and information Only employee attendance Maintenance schedules HR policies SSMLC refers to Six Sigma Management Lean Cycle Simple Supply Manufacturing Lean Chain Streamlined Systems Management Loop Cycle Standardize, Stabilize, Measure, Learn, Control VSM is typically done Only in software In isolation With pen and paper first By accountants Kaizen means Continuous improvement Quick fix Total automation Rework A Kaizen event usually lasts 1–5 days 1 month 6 months 1 year The focus of a Kaizen event is Long-term planning Theory discussion HR training Rapid improvement Kaizen involves: Only management Only engineers All employees External consultants The output of a Kaizen event is Financial report Marketing strategy Hiring plan Improved process and action plan SOP stands for: Standard Output Process System Operations Plan Standard Operating Procedure Standard Office Policy The purpose of an SOP is to Allow freedom in doing work Ensure consistency in process execution Change frequently Restrict all improvement SOPs should be Clear and visual Complicated Hidden Theoretical An effective SOP helps Increase confusion Create waste Delay operations Reduce variation SOPs must be Followed and improved over time Ignored Written once only Stored only digitally Visual management means Hiding performance data Using visuals to make the status visible Relying on verbal communication only Confusing displays A good visual workplace Increases downtime Complicates flow Obscures problems Communicates without words From Kaizen Event to Kaizen Culture means Stopping Kaizen after one event Only management-driven change Embedding continuous improvement daily Annual events only Sustaining Kaizen culture requires Leadership support and participation No communication Fear-based management Rigid hierarchy Visual management helps in Hiding data Delaying improvement Problem visibility and quick action Creating confusion The House of Lean rests on Respect for People and Continuous Improvement Automation and Technology Cost Cutting and Overtime Managerial Control The roof of the House of Lean represents: Waste Customer Focus Process Flow Supplier Quality In a Lean Jeopardy session, participants Review and test Lean knowledge Compete financially Conduct audits Design SOPs Next steps after training often include Forgetting concepts Stopping improvement Changing jobs Applying Lean in workplace projects Continuous improvement means Small, incremental changes Large one-time projects Waiting for leadership only None of the above Refresher sessions help Reinforce Lean concepts Replace core principles Confuse participants Delay learning Kaizen culture thrives on Fear and control Empowerment and teamwork Punishment for errors Secrecy A Lean organization views waste as Necessary evil Customer expectation Ignorable Opportunity for improvement Sustainment in Lean means Keeping improvements working over time Doing one-time fixes Constantly changing processes Removing standards The ultimate goal of Lean culture is Meeting internal quotas only Reducing headcount Delivering maximum customer value with minimal waste Automating everything Time is Up! 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