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Lernkarten
81. Usage Value =
Klassifizierung ob es ein A, B, C Prdukt ist.
annual demand * cost per unit
82. Erkläre folgende Begriffe:
1. Lean supply Networks
2. Agile supply Networks
3. Funtional products
4. Innovative products
1. Lean supply Networks: supply networks thate are managemed to emphasize efficiency
2. Agile supply Networks: those that emphasize responsiveness and flexibility
3. Funtional products: lean supply chain
4. Innovative products: agile supply chain mngt
83. Why supply Chains become vulnerable? (5)
1. Focus on efficiency rahter than effectiveness (Erfolgswirksamkeit) zu lean geüfhrt (gar kein Bestänge mehr)
2. Globalization of Supply Chains
3. Focused factories and centraloized distribution
4. Trend of outsourcing non-core competencies
5. Reduction of supplier Base
84. Performance Objectives of SCM
1. Quality: errors in each stage of the chain can multiply in their effect on en customer
2. Speed: the faster & flexible the chain the cheaper
3. Dependability: on tim and in full
4. Flexibility: agility (the chans ability to cope with changes)
5. Cost: Reducing overall costs (transaction costs = cost of finding appropriate suppliers, transporting products and holding inventory)
85. Three options to buffer supply and demand variabilities in Supply Chains
1. Inventory (safety stock)
2. Capacity (express orders)
3. Time (delivery time)
86. How can Bullwhip Effect be reduced?
- information sharing
- Lieferanten mit Planungsinformationen ausrüsten
- Sicherheitsbestände führen
- Keine Preisvariationen machen eg Aktion (Preis sollte konstant sein)
- EDI (Electronic Data Interchange)
-ERP
87: 6 Main Reason for the bullwhip effect:
1. Over reaction to backlogs
2. Bisheriges an Lager ignorieren
3. Ordering in Batches (abgeteilte Menge)
4. Price variations
5. Lack of communication & coordination
6. Delay times for infos or materials
88. Was ist Value Pricing?
ich mache keine Aktionen. ich bin konstant günstig (Walmart) und es hat solang es hat.
89. Relationships in Supply Chain Networks (4 Types)
1. Virtual spot trading = outsources everything to many suppliers
2. Parnership Supply Relationship: outsources everything to a few suppliers
3. Traditional market supply (Contractual agreements): outsource a few unimportant things to a few supplier)
4. Vertical Integration, nothing outsourcing
90. Goals of Lean Management:
- meet demand (when they want it)
- with perfect quality (exactly what consumer wants)
- no waste (not too much nor too little)
- at low cost
Synonym: Just in Time
-> Konsument ist im Zenter = Pull System
91. Lean Management and Just in Time (8)
1. Continuous flow manufacture
2. high value-addes manufature
3. stockless production
4. low-inventory produciton
5. fast-troughput time
6. Toyota production system
7. Short cycle-time manufacturing
92. Visual management is about..
- communication
- commitment
-co-operation
93. What is Lean?
- Philosophy
- Improvement Toolbox
-> simply means creating more value for customers with fewer resources
94. The 3 Value Destroyers:
Mura (Unevenness) lack of consistency, different people at different times perform a task differently (similar to a lack of dependability) -> unausgeglichenheit dh Material wird nicht regelmässig ausgeliefert oder Nachfrage schwankt
Muri (Overburden): absurd or unreasonable, appropriate skills, effective planning, accurate estimation of times and schedules will avoid this muri overloading wast -> durch Überlastung Stau
Muda (Waste): activities in a process that are wasteful bc they do not add value to the operation or the customer. inefficient use of resources -> eingesetzte Materialien oder MA nicht optimal eingesetzt
95. Eliminating the Three Value Destroyer
1. Mura (unevenness->variation in demand & co) = Heijunka (Leveling)
-> Minimizing Variability, Match Supply & Demand, Leveling Production, Synchronized Flow
2. Muri (Overburden -> overload of people/machine) = Standardized Work
-> Stop and notify Inconstancy, JIT, Flexible Process & Capacity, Takt Time
3. Muda (Waste-> non value adding) = Kaizen/Kaikaku (Improvement)
-> Gemba walk (Gehe in die Werke), Rationalisierung Flow, Demand-Pulled System, Employee Involvement & Empowerment
96. What is the Key part of Lean?
Kaizen = Continous improvement
--> Kanbas (Farbsystem, erst bestellen wenn zb rot erreicht = operationalizing pull control
97. 8 Types of waste:
1. Overproduction
2. Waiting Time (queues or inventory)
3. Transport (layout change, bring it closer togehter) alles was transformiert wird, ist transportiert
4. over-process / poor process (unnötige Prozessschritte, mehrere Schichten statt eine)
5. inventory
6. motion (Unterschied zu Transport, Personal & Maschine, alles was transformiert ist motion)
7. defective goods
8. peoples unused potential
98. Definition of Waste according to James Womack:
any activity that doesnt add vvalue for the customer but does consume resources.
eg: waste from inexact supply = early or late delivery = inventory
waste from inflexible response: large batches
waste from variability: poor reliability of equipment therefore no synchronized supply possible
99. The 5 Principles by Womack/Jones re becoming Leand
1. Identify VALUE: Kundenbedürfnis ermitteln, was ist am Market gefragt (eg wie flexibel mussi ch anbieten können)
2. Map VALUE STREAM: Prozessanalyse inkl. Logistik, Lager, Fertigung
3. Create FLOW: jeder Schritt hat gleiche Taktzeit, Ziel: Pull soll möglich werden
4. Establish PULL: Etabilierung der neuen Taktzeit
5. Seek PERFECTION: Jetzt beginne ich das ganze durch Einbezug MA zu realisieren
100. ESA Approach
= Create Flow
Eliminate the Unnecessary (alles was der Kunde nicht braucht
Simplyfy/Standardize the necessary
Automate simplified processes
101. 5 typical reasons for variability (Veränderlichkeit)
1. Environment
2. people
3. material
4. process/method
5. information
102. advantages of dispatch smaller quantities
- store receives things more frequently
- inventory is lower
- system could respond to trends
103. Weshalb ist eine kleine Maschine besser als eine grosse?
- smooth flow
- flexibility
- robustness
- keine Umrüstungszeiten da mehrere Maschinen vorhanden
104. Lean vs. MRP
MRP = Material requirements planning
Lean -> Pull, great in control, weak in planning
MRP -> Push, great in planning, weak in control
105. What is quality?
- Consistent conformance (Erfüllung) to customers expectations.
- Quality needs to be understood from a customers point of view
- if the service or product mtches expectations then the perceived quality of the service is seen to bee a cceptable (Achtung: Kunde passt Erwartungen stetig an!)
- Qualität ist das Fundament der performance objectives
106. Produktion vs. Service
Produktion = Masse
Service = Spezialanfertigung
107. Perception - Expectation Gap
1 Gap: intern quality expectation vs. customers expectations (eg service after 10km is ok for intern, but customer thought after 15km) --> marketing, operations, product development
2. Gap: internal specification meets intended concept of design --> Marketing, operations, product development
3. Gap: ensure actul product übereinstimmen with internal quality level --> operations
4. Gap: Ensure promises to customers are possible --> Marketing (comunicated image)
108. What step lead towards conformance to specification? (Erfüllung) (6)
1. genaueQualitäts Charakteristik definieren
2. Entscheiden wie man diese messen will
3. Qualitätsstandard für jedes Charistikum setzten
-> diese Dinge einmalig festlegen, vor Produktion
4. Qualität stetig kontrollieren (beim Ein oder Ausgang?)
5. Fehler korriegieren
6. Verbesserungen anstreben
-> geschehen laufendend (während Produktion)
109. Die 6 Qualitäts Charakteristiken:
1. Funktionalität (wie gut erfüllt das Produkt seinen Job)
2. Appearance (look, smell)
3. Reliability (Zuverlässigkeit) over time
4. Durability: wie lange ist das Produkt in Mode
5. Recovery: wie gut kann bei Problemen mit Produkt umgegangen werden
6. Contact: Kundencenter
110. What is the Magnitude of Errors?
Error I = crossing the street with no adequat gap in the traffic
Error II = not crossing the street even with enough gap
COPQ =Cost of poor Quality
111. The 7 Total Quality Management Steps
1. Include needs and expectations of customers
2. Include all parts of the organization (everyone is consumer and supplier)
3. Include all staff of the organization (quality problemsare almost always the result of human errors)
4. Include consideration of all costs
5. Include every opportunity to get things right (at the first time)
6. Include all the systems that affect quality
7. And it never stops!
112. Costs of poor QualityPrüfko
1. Defects
2. Prevention costs (training staff)
3. Appraisal costs (Prüfkosten entstehen während Prüfung)
4. Internal failure costs (time spent with troubleshooting)
5. External failure costs (guarantee and warranty costs)
113. Ziel TQM
- Nicht mehr schauen, dass fehlerhafte Produkte nicht zum Kunde durchkommen, sondern dass Fehler gar nicht erst entstehen.
- from reactive -> waiting for st to happen -> inspecting approach
- to proactive -> doing st before anything happens -> design in approach
114. Was ist Poka-Yoke
= Fail Safeing, Mistake Proofing
Produkte herstellen, die man gar nicht falsch zusammenbauen kann (Klötzli Kiste)
115. Natural vs. Assignalbe variation
Natural (gewöhnlich auftretende Schwankungen)
- common causes
- Wenn innerhalb UCL und LCL alles unter Kontrolle
Assignable (zuweisbar)
- special causes of variation
- means some change in the process
- traced to a specific reason
- eliminate the bad causes
116. Was ist six sigma?
-Qualitätssicherungs Methode, aber im Gegensatz zu TQM basiert sie nicht darauf, dass alle MA involviert sind, sondern eine spezialisierte Infrastruktur bereitgestellt wird.
- Ziel: identifizieren von Defects und diese entfernen
- setzt spezialisten für gewisse Probleme ein
