Lean Silver Certification flashcards
Lean Silver Certification · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Muda, Mura, Muri
- The three categories of process weakness: muda is waste, mura is unevenness in demand or workload, and muri is overburden. Attacking mura and muri reduces the muda a process generates.
- Takt Time
- Available production time divided by customer demand rate over the same period. It is the pace the process must meet; actual cycle time must be at or below takt to satisfy demand without overtime.
- Value-Added Test
- An activity qualifies as value-adding only if the customer would pay for it, it changes form, fit, or function, and it is done correctly the first time. Anything else is waste or necessary non-value-added work.
- Seven Wastes
- Overproduction, waiting, transport, over-processing, inventory, motion, and defects. Overproduction is treated as the worst because it generates and conceals the other six.
- Jidoka
- Autonomation: equipment or operators stop the process when an abnormality appears so defects are never passed downstream. It is one of the two pillars of the Toyota Production System alongside just-in-time.
- Push Versus Pull
- Push schedules work against a forecast and buffers with inventory; pull authorizes production only when downstream consumption occurs, usually through kanban signals, limiting work in process.
- Lead Time Formula
- Total lead time equals processing time plus waiting time across the stream. Value-added ratio is value-added time divided by lead time, and is typically a small percentage in office and production streams.
- Product Family Selection
- Product families for mapping are chosen by product-quantity analysis or a routing similarity matrix, grouping items that share downstream processes and equipment rather than mapping each part number separately.
- Current-State Map Data Box
- Each process box records cycle time, changeover time, uptime, batch size, operator count, available working time, and scrap or first-pass yield, so the map is built from measured facts rather than impressions.
- Inventory Days Calculation
- Inventory quantity between two processes divided by daily customer demand gives days of inventory. Summing inventory days across the stream and adding processing time yields total lead time.
- Pacemaker Process
- The most downstream process in the value stream that is scheduled by production control. Everything upstream is pulled from it, so scheduling elsewhere would create overproduction and excess inventory.
- Future-State Map Questions
- Standard questions: what is takt time, where can continuous flow be used, where is a supermarket pull needed, what single point schedules production, and how will the product mix be leveled.
- Value Stream Versus Process Map
- A process map details steps inside a single operation. A value stream map shows door-to-door material and information flow for a product family, including scheduling, inventory, and supplier and customer interfaces.
- Timeline Ladder
- The stepped line at the bottom of a value stream map: value-added processing times sit above the steps and waiting or inventory days sit below, giving a visual ratio of value-added to total lead time.
- A3 Report Structure
- A one-page PDCA story: background, current condition with data, target condition, root-cause analysis, countermeasures, implementation plan with owners and dates, and follow-up of results against target.
- Five Whys
- A causal-chain technique that asks why repeatedly until a process or system cause is found. Stopping at operator error usually indicates the analysis ended too early to prevent recurrence.
- Pareto Analysis
- Ranking problems by frequency or cost and addressing the vital few that account for most of the effect. A Pareto chart sorts bars descending and overlays a cumulative percentage line.
- Kaizen Versus Kaikaku
- Kaizen is small incremental improvement made by the people doing the work; kaikaku is radical transformation of a process or system. They need different sponsorship, timelines, and risk management.
- Standard Work Elements
- Standard work documents the current best method through takt time, work sequence, and standard in-process stock. It provides the baseline against which improvement is measured and is revised when a better method is proven.
- Countermeasure
- A change aimed at a verified root cause and tested for its effect on the metric. If the metric does not move, the root cause was misidentified and the analysis is reopened.
- Fishbone Diagram
- An Ishikawa cause-and-effect diagram grouping candidate causes by man, machine, material, method, measurement, and environment. It generates hypotheses that must then be confirmed with data.
- PDCA Cycle
- Plan, do, check, act. It is the underlying cycle for all Lean improvement, and every A3 report is a documented instance of one full turn of the cycle on a single problem.
- Respect for People
- A core Lean pillar meaning the organization develops each person's capability to solve problems and improve their own work, not merely treating employees courteously or providing comfortable conditions.
- Genchi Genbutsu
- Go and see: leaders observe the actual process, at the actual place, with actual data before deciding. It replaces reliance on reports and secondhand summaries with direct observation.
- Nemawashi
- Informal consensus building through pre-meeting discussion with affected parties so a proposal is socialized and adjusted before the formal decision, reducing resistance during implementation.
- Hansei
- Structured reflection after an effort, focused on what the process revealed and what the leader will personally change. It is not blame assignment and is usually documented and shared.
- Leader Standard Work
- Documented, repeatable leader routines such as tiered meetings, gemba walks, audits, and coaching cycles. It standardizes management behavior so improvement does not depend on individual style.
- Tiered Daily Management
- Short structured meetings at team, value-stream, and site levels where abnormalities escalate against defined triggers and response times, so problems get an owner quickly.
- Kaizen Event
- A time-boxed improvement workshop, usually three to five days, with defined scope, a cross-functional team, and implemented changes by the end. It is followed by standard work and follow-up.
- Five S Sequence
- Sort, set in order, shine, standardize, sustain (seiri, seiton, seiso, seiketsu, shitsuke). It organizes the workplace and is a foundation for flow, not the end goal of Lean.
- OEE Formula
- Overall equipment effectiveness equals availability multiplied by performance multiplied by quality, where each factor is actual divided by ideal. It is the headline metric for total productive maintenance.
- SMED
- Single-minute exchange of die: separate internal setup done with the machine stopped from external setup done while it runs, convert internal to external where possible, then streamline what remains.