I.

Write Short essay about ( 9 Grades ):

1. Flow – Line Balancing & How its problems appear

Flow refers to the seamless, smooth, uninterrupted movement of
materials or work through a process, where products move smoothly
from one step to the next without any delays or interruptions.
Line balancing is a technique used to distribute work evenly across
workstations in a production line and avoiding bottlenecks and idle
times. It involves breaking down a process into smaller tasks and
assigning them to workstations in a way that balances the workload
and minimizes idle time.
Line balancing involves assigning tasks to workstations so that each
has an approximately equal amount of work. The goal is to match
production rates to demand while minimizing delays and waste. In a
balanced line, every workstation operates at a pace that complements
others, maintaining a steady flow of materials and reducing downtime.
Problems in Line Balancing line balancing is often challenging due to
inherent complexities in production processes. Several problems can
disrupt flow, including Task Variability, Demand Fluctuations,
Equipment Failures, Skill Imbalances, Batch Processing, Complex
Product Designs.
When line balancing issues arise, they manifest in several ways,
including: Bottlenecks, Idle Time, Increased Costs, Reduced
Throughput.
To address these issues, techniques such as time-motion studies, takt
time analysis, and the use of automation can help streamline tasks and
distribute workloads more evenly. Continuous monitoring and
adjustments, coupled with worker training and equipment
maintenance, are essential to maintaining balance and ensuring
smooth production flow which can optimize their production systems,
improve efficiency, and reduce costs.

2. Single Minute Exchange Of Die (SMED)

SMED is a lean manufacturing technique aimed at reducing the time
required to changeover equipment or production processes. Developed
by Shigeo Shingo, SMED is a cornerstone of lean principles, enabling
businesses to achieve greater flexibility, efficiency, and responsiveness
to market demands.
The term "Single Minute" refers to the aspiration to reduce changeover
times to less than 10 minutes (a single-digit number of minutes). The
 focus of SMED is to minimize downtime between production runs,
ensuring that the transition from one product or process to another is
as quick and seamless as possible.
SMED is a powerful tool for achieving lean manufacturing goals by
reducing waste, improving efficiency, and increasing agility in
production. When implemented effectively, it allows businesses to
produce high-quality products at lower costs, while adapting quickly to
changing market demands.
Key Steps in SMED
1. Distinguish Internal and External Activities:
o Internal activities that can only be performed when the
machine is stopped such as removing a die from a press
machine.
o External activities that can be done while the machine is
running such as preparing tools and materials.
2. Convert Internal to External Activities by reorganizing processes
and preparing materials in advance, many tasks can be shifted to
external activities, significantly reducing downtime.
3. Streamline All Aspects of Changeover by simplify internal
activities and standardizing procedures, using quick-release fasteners,
or adopting modular equipment. Improve external activities by
ensuring tools and materials are ready in place.
4. Eliminate Non-Essential Steps by identify and remove unnecessary
tasks or delays during the changeover process.
5. Continuous Improvement by regularly review and refine changeover
processes to sustain and improve efficiency over time.

Many benefits of SMED such as reduced Downtime, Increased

Flexibility, Cost Savings, Improved Quality.
Challenges in Implementing SMED are resistance to change may
arise from workers accustomed to traditional methods, initial
investments may be needed for training, new tools, or equipment
modifications and success depends on consistent commitment to
continuous improvement and teamwork.

II. Define ( 6 Grades ) :

a. 3 Rules of Poka Yoke :

1. Prevention Rule and stop errors before occur by ensures that processes,
tools, or systems designed to eliminate the possibility of errors before they
happen such as adding a unique shape to components so they can only be
assembled in the correct orientation, for example OR Medical Gases Plugs
that fits only one way and USB plug.

2. Detection rule and Identify errors immediately, If prevention isn’t feasible

so detect errors as soon as they occur, preventing them from progressing
further in the process for example using sensors on an assembly line to
detect if a part is missing or improperly placed.

3. Action rule and respond automatically to errors by trigger a response to

stop or correct the process to prevent defective products for example
automated conveyor belt that stops moving when it detects an incorrectly
weight of product box and immediate correction.

b. Total productive Maintenance leads to Elimination of the “Six

Major

Losses” of equipment effectiveness:

1. Equipment Failures (Breakdowns), Unplanned stoppages due to

mechanical or electrical failures that disrupt production.

2. Setup and Adjustment Losses, Time lost during equipment setup,

changeovers, or adjustments required for product changes.

3. Idling and Minor Stops, Short, temporary stoppages due to minor

equipment issues like sensor blockages, jams, or misfeeds.

4. Reduced Speed (Speed Losses), When equipment operates below its

designed speed due to wear, suboptimal settings, or operator inefficiencies.

5. Defects and Rework, Losses due to the production of defective products or

the need for rework to meet quality standards.

6. Reduced Yield (Startup Losses), Waste or defects generated during the

startup or warm-up phase of production.

c. Visual Workplace characteristics:

1. Visual Safety, Tools and signs designed to enhance workplace

safety by making hazards visible and easy to identify for example:
Warning signs, safety tape, and illuminated emergency exit
pathways.

2. Employee Involvement through encouraging all employees to

contribute to the visual workplace and suggest improvements and
make responsibilities and ownership visible to all team members for
Visual Accountability for example: Boards showing task
assignments, deadlines, and ownership.

3. Clean, organized and clutter-free workspace.

4. Communicates progress by Up-to-date information displayed on

boards, screens, or digital dashboards.

5. Easily understood& unambiguous by clearly displayed guidelines

and best practices to ensure consistency in work processes for
example: standard operating procedures (SOPs) posted at
workstations.

6. Generates pride and regularly reviewing and updating the visual

workplace to ensure it remains effective.

d. Visual Management 4 Steps are :

Visual

Management

Visual Measures

Visual Display

Workplace Organization

e. Visual Management areas of activities are :

1. Workplace

2. Safety

3. Operations

4. Equipment
5. Quality

6. Storage

f. In any pull system three perquisites should be fulfilled between

work stations;

1. Workstations should be physically close to each other to reduce

transportation time, effort and clear communication of demand materials or
components are produced only as needed.

2. A balanced workload should be distributed among workstations to avoid

bottlenecks and idle time and limit the amount of WIP allowed between
workstations.

3. Clear and standardized work procedures should be established to ensure

consistency and efficiency. Standardized work reduces variability and
ensures that upstream stations can meet downstream demands efficiently.

III. Mention TPM Implementation benefits , Main Objectives &

Requirements ( 3 Grades ) :

Benefits of TPM Implementation:

1. Increased Equipment Availability/ Reliability by reduced downtime and

breakdowns ensure higher machine availability.
2. Improved Productivity and Reduced Lead Times by efficient equipment
operation leads to higher throughput and reduced delays.
3. Enhanced Equipment Life by regular maintenance and care extend the
lifespan of machines.
4. Cost Savings by lower maintenance and repair costs, reduced waste,
and minimal unplanned downtime.
5. Improved Product Quality stable equipment performance results in
fewer defects and rework.
6. Higher Employee Engagement by involving employees in maintenance
fosters ownership, accountability, and a proactive mindset.
7. Safer Work Environment by well maintained equipment reduces
accidents and enhances workplace safety.
Main Objectives of TPM:

 Zero Breakdowns: Minimize unplanned downtime and eliminate the Six

Major Losses (breakdowns, setup losses, idling, speed losses, defects,
and startup losses) through proactive maintenance.
 Zero Defects: Strive for perfect quality in all products and processes.
 Zero Accidents: Create a safe and accident free workplace.
 Zero Delays: Eliminate delays in production and delivery.
 Zero Waste: Reduce waste in all forms, including material, energy, and
time.

3. Requirements for TPM Implementation:

 Management Commitment thru Strong leadership support and

alignment with organizational goals.
 Provide employees with the necessary skills and knowledge to perform
basic maintenance and identify issues.
 Employee Involvement by encourage active participation and
ownership in maintenance tasks.
 Effective Communication by use visual tools and systems to track
progress, share goals, and celebrate achievements.
 Establishment and implement core TPM pillars, such as autonomous
maintenance, focused improvement, planned maintenance, and
training.
 Standardized Procedures by develop and follow standardized workflows
for maintenance and problem-solving.
 Regular Monitoring and Evaluation key metrics like OEE and progress
against TPM goals to identify areas for continuous improvement.

IV- Complete using the suitable sentence or word from the coming
( 12 Grades )

Hoshin Planning , Container Size , A (Hybride Kanban & ConWIP

System) , A pulling manufacturing

system , Poka Yoke , Autonomous Maintenance .Overall Equipment

Effectiveness (OEE) . a Kanban-

System (Replenishment Pull) , Total Productive Maintenance

( TPM ) , Takt , a Constant WIP-System
(ConWIP / Sequential Pull) , average demand during lead time +
safety stock , DMAIC

a. ………………………… is the rate at which a customer would pick up a

product if he picked

product up uniformly during the day, while you produced it. It is the
true one-piece flow

b. …………………………………………is a productive Maintenance System

with the total

participation of all employees managers, supervisors, engineers,

technicians and operators

c. …………………………………………is the most important index for the

TPM

d. ………………………………………………is:

1. 2. 3. 4. 5. part of Total Productive Maintenance

Shop floor based team activity

key to successful planned maintenance

enhances the role of the operator

a cumulative approach to maintaining equipment at its best!

e. ………………………………. is considered a Pro-active approach for

erro prevention in

contrast with Inspection which is Re-active Approach

f. In .............................................................a work is done in

response to a signal from the

customer.

g. In ...........................................................each workstation claims

the replenishment of the

material consumed from the previous workstation (against the

production flow)

h. In ....................................................production is only started

respectively materials are only
introduced into the system when there is a new customer order, if
there is space in the FIFO ( first In

First Out ) storage

i. In ............................................................here we try to utilize

both feature from Kanban &

ConWIP Systems

j. No. of Kanbans
=…………………………………………../………………………………………………………
…..

k. ……………………………………………….is It is one approach for

integration in the organization where

ideas and objectives are cascaded down through the organization

and passed back up by the

lower ranks, i.e. a give and take process across all levels of the
organization “catch-ball”.

l. ………………………………………is six sigma quality improvement

methodology meaning define , measure , analyze , improve &
control.

a. Takt

b. Total Productive Maintenance ( TPM )

c. Overall Equipment Effectiveness (OEE)

d. Autonomous Maintenance

e. Poka Yoke

f. A pulling manufacturing system

g. A Kanban-System (Replenishment Pull)

h. In a Constant WIP-System (ConWIP / Sequential Pull)

i. In A (Hybride Kanban & ConWIP System)

j. No. of Kanbans = (average demand during lead time + safety stock) /

container size
k. Hoshin Planning

l. DMAIC