CLT10 flashcards
CLT10 · Build recall with a focused review session.
35 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Takt time
- Available production time divided by customer demand for the same period. It sets the pace the process must meet, independent of machine capability or staffing.
- Little's Law
- Lead time equals work in process divided by throughput. At constant throughput, cutting WIP is the fastest way to shorten lead time.
- Three Ms of waste
- Muda (non-value-adding activity), mura (unevenness in volume or mix), and muri (overburden of people or equipment). Mura and muri typically create muda.
- Jidoka
- Automation with a human touch: the process detects an abnormality and stops, so the problem is fixed at the source instead of passing downstream.
- Heijunka
- Leveling production by volume and by product mix over time. It is the foundation that lets just-in-time and jidoka work without firefighting.
- Value stream map
- A visual map of material and information flow from customer to supplier, with process boxes, inventory triangles, and a timeline ladder showing lead time.
- Rolled throughput yield
- The product of first-pass yields at each step in a process. Five steps at 95 percent each give about 77 percent overall yield.
- Process cycle efficiency
- Value-added time divided by total lead time. Service and office streams commonly run below five percent, exposing queue time as the main loss.
- Pacemaker process
- The most downstream process that can be scheduled. It sets the pace for the whole value stream, and everything upstream is pulled from it.
- Future state map
- A map of the intended flow after improvement. It answers takt time, where continuous flow applies, where supermarkets pull, and where the pacemaker sits.
- Kaizen versus kaikaku
- Kaizen is incremental, participative, low-capital improvement; kaikaku is radical redesign. Both follow PDCA but differ in scope and cycle time.
- Five Whys
- Repeatedly asking why a problem occurs until a systemic cause is reached. Each answer must move deeper into the mechanism, not toward blaming a person.
- Overprocessing waste
- Work the customer would not pay for: tighter tolerances than needed, redundant approvals, duplicate data entry, and reports nobody acts on.
- Overproduction
- Making more, earlier, or faster than the next process needs. It is considered the worst waste because it hides the other six and consumes capacity.
- Countermeasure verification
- Comparing a before and after measure at the same point in the process. Without a measure, a change is an opinion rather than an improvement.
- Kanban rules
- The downstream process withdraws; upstream produces only what was withdrawn; no kanban means no production; a kanban always travels with its part.
- FIFO lane
- A capacity-limited sequence lane between processes. It caps inventory physically and preserves order, used where a supermarket is not justified.
- Heijunka box
- A scheduling board with time slots and kanban slots that levels both volume and mix. It protects upstream processes from demand spikes.
- SMED
- Single-minute exchange of die: separate internal from external setup, convert internal to external, then streamline both. Single minute means under ten minutes.
- Minimum station count
- Total work content divided by takt time, rounded up. It is the theoretical minimum number of stations for a balanced line.
- Andon
- A visual signal that calls for help and can stop the line when an abnormality occurs. Stopping is expected behavior, not a failure.
- Poka-yoke
- Error proofing that prevents a mistake from being made or from passing to the next step. Contact, fixed-value, and motion-step devices are the main types.
- Containment versus corrective action
- Containment protects the customer immediately by sorting and quarantining; corrective action removes the root cause and updates the standard.
- Three root cause levels
- Occurrence (why it happened), detection (why it escaped), and systemic (why the system allowed it). Each level needs its own countermeasure.
- SDCA cycle
- Standardize, do, check, act. It stabilizes a process before the next PDCA improvement turn, so gains are held rather than lost.
- Standard work elements
- Takt time, work sequence, and standard in-process stock. All three are required; a document missing one is not a valid standard.
- Standard work combination sheet
- A chart plotting manual, machine, and walking time for each step against takt time, used to see imbalance and waiting within a cycle.
- Five S
- Sort, set in order, shine, standardize, sustain. The first three change the physical workplace; the last two are the management system that holds it.
- Visual management rule
- The normal condition must be visible at a glance, and any deviation must be obvious without asking anyone. Every signal needs a defined response.
- Leader standard work
- An explicit, auditable routine for leaders, such as gemba walks, huddles, and problem reviews. It is the mechanism that prevents improvement gains from decaying.
- Catchball
- Iterative give-and-take between management levels while plans are formed. It aligns targets with reality and builds ownership before execution begins.
- Hoshin kanri
- Strategy deployment that links long-term direction to annual targets to daily management. The X-matrix records objectives, targets, priorities, and owners in one view.
- A3 thinking
- A one-page problem or proposal format covering background, current state, goal, analysis, countermeasures, plan, and follow-up. The page limit forces clear thinking.
- OEE
- Overall equipment effectiveness equals availability times performance times quality. Measuring the three factors separately shows where the loss occurs.
- Inventory turns
- Cost of goods sold divided by average inventory value. Days of inventory equals 365 divided by turns.