JIT STUDY QUESTIONS
BOOKS Study Questions
1. Walk a value stream or line of business in your organization (i) in a
production (or operations) process, and (ii) in an office process.
a. What is takt time (or demand)? How visible and understood is takt
(or demand) across the value stream?
b. What triggers production or shipping (or service provision)? How
often?
c. What is the batch size?
d. What are the main obstacles to flow across the value stream?
e. How might you improve flow across the value stream?
2. For the value stream(s) you chose in Question 1:
a. How is demand variation buffered: through inventory, capacity, or
lead time? Explain your answer.
b. How effective are current buffers?
c. How might your organization improve?
3. Provide at least one example each of Type A, B, and C pull systems,
either in your workplace or from daily life.
a. Any reflections and insights?
4. Draw a value stream map for a product or service family in your
organization.
a. What are the biggest obstacles to flow?
b. What are possible countermeasures?
ANSWERS
The questions you’ve provided are deeply rooted in Lean principles and value stream management, as explained
in Lean Production Simplified by Pascal Dennis. While I don’t belong to an organization or have a physical
workplace, I can provide a detailed, hypothetical response based on the concepts from the book. Let’s break this
down step by step:
1. Walking a Value Stream in a Production and Office Process
a. Takt Time (or Demand)
• Definition: Takt time is the rate at which a product or service must be produced or delivered to meet
customer demand. It is calculated as:
Takt Time=Available Working TimeCustomer DemandTakt Time=Customer DemandAvailable Working Time
• Visibility and Understanding:
o In a Lean organization, takt time should be highly visible and understood across the value stream.
For example, in a production process, it might be displayed on a board or communicated during
daily huddles.
o In an office process, such as processing invoices, takt time might be less visible but should still be
understood by the team to ensure timely delivery of services.
b. Triggers for Production or Shipping
• Production Process: Production is typically triggered by a pull system, such as a Kanban card signaling
the need for more parts. For example, when inventory at a downstream workstation falls below a certain
level, a signal is sent to the upstream workstation to produce more.
• Office Process: In an office, work might be triggered by customer requests or internal demand. For
example, processing an invoice might be triggered when it is received from a supplier.
• Frequency: The frequency depends on demand. In a production process, it could be every few minutes or
hours. In an office process, it might be daily or weekly.
c. Batch Size
• Production Process: Lean aims for small batch sizes (ideally one-piece flow) to reduce waste and improve
flexibility. For example, a manufacturer might produce one unit at a time instead of large batches.
• Office Process: In an office, batch sizes might be larger due to inefficiencies. For example, invoices might
be processed in batches once a week instead of daily.
d. Main Obstacles to Flow
• Production Process:
o Bottlenecks: A workstation with longer cycle times than takt time.
Machine downtime or maintenance issues.
Poor layout causing unnecessary movement or transportation.
• Office Process:
o Delays in approvals or handoffs between departments.
o Lack of standardized work leading to variability in processing times.
o Over-reliance on email or manual processes.
e. Improving Flow
• Production Process:
o Implement cellular manufacturing to reduce movement and improve flow.
o Use SMED (Single-Minute Exchange of Dies) to reduce changeover times.
o Balance workloads to match takt time.
• Office Process:
o Standardize processes and reduce handoffs.
o Use visual management tools like Kanban boards to track work.
o Automate repetitive tasks where possible.
o
o
2. Buffering Demand Variation
a. How Demand Variation is Buffered
• Inventory: In a production process, inventory might be used to buffer demand variation. For example, a
supermarket system (a type of Kanban) holds a small amount of inventory to meet fluctuations in demand.
• Capacity: In an office process, capacity might be adjusted by cross-training employees to handle varying
workloads.
• Lead Time: In some cases, lead time might be extended to accommodate demand spikes, though this is
less desirable in Lean.
b. Effectiveness of Current Buffers
• Production Process: If inventory buffers are too large, they can hide problems like machine downtime or
quality issues. If too small, they can lead to stockouts.
• Office Process: If capacity buffers are insufficient, employees may become overwhelmed during peak
times, leading to delays.
c. How to Improve
• Production Process: Reduce reliance on inventory buffers by addressing root causes of variability (e.g.,
improving machine reliability).
• Office Process: Cross-train employees to create flexible capacity buffers and implement visual
management to track workload.
3. Examples of Type A, B, and C Pull Systems
Type A: Supermarket Pull System
• Example: A supermarket system in a factory where downstream workstations "pull" parts from a
supermarket (inventory buffer) as needed.
• Reflection: This system ensures that production is driven by actual demand rather than forecasts.
Type B: Sequential Pull System
• Example: A restaurant kitchen where orders are prepared in the sequence they are received (first-in, firstout).
• Reflection: This system ensures fairness and reduces waiting times for customers.
Type C: Mixed Pull System
• Example: A hospital pharmacy that uses a combination of Kanban cards (Type A) for common medications
and a sequential system (Type B) for custom prescriptions.
• Reflection: This hybrid approach balances efficiency and flexibility.
4. Value Stream Mapping
a. Biggest Obstacles to Flow
• Production Process:
o Long changeover times.
o Unbalanced workloads causing bottlenecks.
• Office Process:
o Delays in approvals.
Lack of standardized work.
b. Possible Countermeasures
• Production Process:
o Implement SMED to reduce changeover times.
o Use workload balancing to align cycle times with takt time.
• Office Process:
o Streamline approval processes using digital tools.
o Standardize work and reduce handoffs.
o
Key Takeaways
• Takt time is critical for aligning production or service delivery with customer demand.
• Pull systems like Kanban help ensure that work is driven by actual demand rather than forecasts.
• Batch sizes should be minimized to improve flow and reduce waste.
• Buffers (inventory, capacity, or lead time) are necessary to handle demand variation but should be
optimized to avoid waste.
• Value stream mapping is a powerful tool for identifying obstacles to flow and implementing
countermeasures.
By applying these Lean principles, organizations can improve efficiency, reduce waste, and deliver greater value to
their customers. Let me know if you’d like further clarification or examples!
CHAPTER STABILITY Study Questions
1. What is a standard? What are the attributes of an effective standard?
2. Define the visual management triangle. Can you describe a workplace
where you have seen it applied effectively? What are the key enablers?
3. Take a walk in your workplace.
a. See if you can find at least one example of Levels 1, 2, 3, and 4
visual management.
b. What are the most common visual management levels used in your
workplace? Any reflections or learning points?
c. How might you improve visual management in your workplace?
4. Take another walk in your workplace.
a. Assess each element of 5S.
b. Any reflections or learning points?
c. How might you improve 5S in your workplace?
5. Define the most important measures of machine performance.
6. Identify at least one example of each of the Six Big Losses in your
workplace.
a. What are possible causes of each type of loss?
b. How might you improve machine stability and effectiveness in your
workplace?
7. Do the principles of total productive maintenance apply outside the factory?
Explain your answer with concrete examples.
ANSWERS
The questions you’ve provided are closely tied to the concept of stability, which is a foundational element of Lean
production as discussed in Lean Production Simplified by Pascal Dennis. Stability ensures that processes are
predictable, reliable, and capable of delivering consistent results. Below, I’ll address each question based on the
principles outlined in the book, particularly focusing on the chapter related to stability.
1. What is a Standard? What are the Attributes of an Effective Standard?
• Definition: A standard is a documented, best-known way to perform a task or process. It ensures
consistency, quality, and efficiency.
• Attributes of an Effective Standard:
1. Clarity: Easy to understand and follow.
2. Relevance: Reflects the current best practices.
3. Accessibility: Available to all employees who need it.
4. Flexibility: Can be updated as improvements are made.
5. Measurable: Includes clear metrics to evaluate performance.
2. Define the Visual Management Triangle. Can You Describe a Workplace Where You Have Seen It Applied
Effectively? What Are the Key Enablers?
• Visual Management Triangle: A framework that includes:
1. Standard: Clearly defined and visible standards.
2. Deviation: Visual cues that highlight deviations from the standard.
3. Countermeasure: Immediate actions to address deviations.
• Example: In a hospital, a patient care board might display standard procedures (Standard), highlight
delays in treatment (Deviation), and list actions to resolve issues (Countermeasure).
• Key Enablers:
o Leadership commitment to visual management.
o Employee training and engagement.
o Regular audits to ensure compliance.
3. Take a Walk in Your Workplace
a. Examples of Levels 1, 2, 3, and 4 Visual Management
• Level 1: Basic visual cues (e.g., labeled bins, floor markings).
• Level 2: Visual controls (e.g., color-coded tools, shadow boards).
• Level 3: Visual displays (e.g., performance dashboards, Kanban boards).
• Level 4: Visual management systems (e.g., Andon lights, real-time problem-solving boards).
b. Most Common Visual Management Levels
• In many workplaces, Levels 1 and 2 are most common (e.g., labeled storage areas, color-coded tools).
Reflection: Higher levels (3 and 4) are often underutilized but can significantly improve communication
and problem-solving.
c. Improving Visual Management
• Introduce more Level 3 and 4 tools, such as performance dashboards and Andon systems.
• Train employees on the purpose and use of visual management tools.
• Conduct regular audits to ensure tools are effective and up-to-date.
•
4. Take Another Walk in Your Workplace
a. Assess Each Element of 5S
1. Sort: Remove unnecessary items from the workspace.
2. Set in Order: Organize items for easy access and use.
3. Shine: Clean the workspace regularly.
4. Standardize: Create standards for maintaining the first three S’s.
5. Sustain: Ensure ongoing adherence to 5S principles.
b. Reflections or Learning Points
• Many workplaces struggle with Sustain, as maintaining 5S requires ongoing commitment and discipline.
• Sort and Set in Order are often easier to implement but may lack long-term impact without
standardization and sustainability.
c. Improving 5S
• Conduct regular 5S audits and involve employees in the process.
• Use visual management tools to reinforce 5S standards.
• Recognize and reward teams that excel in maintaining 5S.
5. Define the Most Important Measures of Machine Performance
• Overall Equipment Effectiveness (OEE): A key metric that combines availability, performance, and
quality.
o Availability: Percentage of time the machine is operational.
o Performance: Speed of the machine compared to its ideal cycle time.
o Quality: Percentage of defect-free products.
• Other measures include Mean Time Between Failures (MTBF) and Mean Time to Repair (MTTR).
6. Identify at Least One Example of Each of the Six Big Losses
a. Examples and Possible Causes
1. Equipment Failure: Machine breakdown due to lack of maintenance.
2. Setup and Adjustments: Long changeover times between production runs.
3. Idling and Minor Stops: Temporary stoppages due to jams or misalignments.
4. Reduced Speed: Machines running slower than their designed capacity.
5. Defects and Rework: Products that fail to meet quality standards.
6. Startup Losses: Defects or inefficiencies during machine startup.
b. Improving Machine Stability and Effectiveness
• Implement Total Productive Maintenance (TPM) to reduce equipment failures.
• Use SMED (Single-Minute Exchange of Dies) to minimize setup times.
• Train operators to identify and address minor stops quickly.
• Regularly monitor and adjust machine performance to maintain optimal speed.
7. Do the Principles of Total Productive Maintenance Apply Outside the Factory?
• Yes, TPM principles can be applied outside the factory. For example:
o Healthcare: Regular maintenance of medical equipment to prevent failures and ensure patient
safety.
o Office Environments: Maintaining IT systems and office equipment to avoid downtime.
o Transportation: Preventive maintenance of vehicles to ensure reliability and safety.
Key Takeaways
• Standards are essential for consistency and continuous improvement.
• Visual management helps make problems visible and enables quick problem-solving.
• 5S creates a clean, organized, and efficient workspace.
• Machine performance is measured using metrics like OEE, MTBF, and MTTR.
• Six Big Losses highlight common sources of inefficiency in equipment usage.
• TPM principles are applicable beyond manufacturing, ensuring reliability and efficiency in various
industries.
By focusing on stability and addressing these questions, organizations can build a strong foundation for Lean
production and continuous improvement.
CHAPTER STANDARDIZED WORK Study Questions
1. Define standardized work.
2. Check three examples of standardized work in your workplace.
a. Are they simple, visual, and easy to understand?
b. Who developed them?
c. Does work adhere to the standard?
d. How do you know?
e. If not, why not?
f. How might your organization improve its approach to standardized
work?
3. Do standards change in your workplace? If so, describe the process.
4. How are new team members trained in your organization?
a. What role does standardized work play, if any?
b. How might your organization improve its training processes?
5. Find three examples of standardized work in your office.
a. Are they simple, visual, and easy to understand?
b. Who developed them?
c. Does work adhere to the standard?
d. How do you know?
e. If not, why not?
f. How might your organization improve its approach to standardized
work in the office?
ANSWER
The concept of standardized work is a cornerstone of Lean production, as explained in Lean Production
Simplified by Pascal Dennis. Standardized work ensures consistency, quality, and efficiency by defining the bestknown way to perform a task. Below, I’ll address the study questions based on the principles outlined in the
chapter on standardized work.
1. Define Standardized Work
• Definition: Standardized work is a detailed, documented method for performing a task or process. It
specifies the sequence of steps, cycle time, and standard inventory required to complete the task
efficiently and safely.
• Purpose: To eliminate variability, reduce waste, and ensure consistent quality and productivity.
2. Check Three Examples of Standardized Work in Your Workplace
a. Are They Simple, Visual, and Easy to Understand?
• Example 1 (Production Line): A workstation instruction sheet showing the steps to assemble a product,
with images and clear text.
o Simple and Visual: Yes, it uses diagrams and bullet points.
• Example 2 (Office Process): A flowchart for processing invoices, displayed on a shared drive.
o Simple and Visual: Partially, but it could benefit from more visuals like color coding.
• Example 3 (Maintenance): A checklist for machine maintenance, posted near the equipment.
o Simple and Visual: Yes, it uses a checklist format with icons.
b. Who Developed Them?
• Example 1: Developed by the production team and Lean facilitators.
• Example 2: Created by the finance team.
• Example 3: Developed by the maintenance team with input from operators.
c. Does Work Adhere to the Standard?
• Example 1: Mostly, but deviations occur during peak production times.
• Example 2: Often, but some steps are skipped due to time constraints.
• Example 3: Yes, adherence is high because the checklist is easy to follow.
d. How Do You Know?
• Observations, audits, and feedback from employees.
e. If Not, Why Not?
• Example 1: Pressure to meet production targets leads to shortcuts.
• Example 2: Lack of training and awareness about the importance of the standard.
• Example 3: High adherence due to the visual and straightforward nature of the checklist.
f. How Might Your Organization Improve Its Approach to Standardized Work?
•
•
•
Make standards more visual and accessible (e.g., post them at workstations).
Train employees on the importance of adhering to standards.
Regularly review and update standards to reflect current best practices.
3. Do Standards Change in Your Workplace? If So, Describe the Process
• Yes, standards change as processes improve.
• Process:
1. Identify an opportunity for improvement (e.g., through Kaizen events or employee suggestions).
2. Test the new method on a small scale.
3. Document the new standard and train employees.
4. Monitor adherence and make further adjustments as needed.
4. How Are New Team Members Trained in Your Organization?
a. What Role Does Standardized Work Play, if Any?
• Standardized work is used as a training tool to ensure consistency.
• New team members follow documented procedures and checklists to learn their tasks.
b. How Might Your Organization Improve Its Training Processes?
• Use more visual aids (e.g., videos, diagrams) in training materials.
• Pair new employees with experienced mentors for hands-on learning.
• Regularly update training materials to reflect current standards.
5. Find Three Examples of Standardized Work in Your Office
a. Are They Simple, Visual, and Easy to Understand?
• Example 1 (Onboarding): A checklist for new employee onboarding.
o Simple and Visual: Yes, it’s a straightforward checklist.
• Example 2 (Meeting Agendas): A standard template for meeting agendas.
o Simple and Visual: Partially, but it could include more visuals like icons.
• Example 3 (Expense Reporting): A step-by-step guide for submitting expense reports.
o Simple and Visual: Yes, it uses screenshots and numbered steps.
b. Who Developed Them?
• Example 1: HR team.
• Example 2: Office manager.
• Example 3: Finance team.
c. Does Work Adhere to the Standard?
• Example 1: Yes, adherence is high.
• Example 2: Often, but some meetings skip the agenda.
• Example 3: Mostly, but some employees miss steps.
d. How Do You Know?
• Observations, feedback, and audits.
e. If Not, Why Not?
• Example 1: High adherence due to the simplicity of the checklist.
• Example 2: Lack of enforcement or reminders.
• Example 3: Complexity of the process leads to errors.
f. How Might Your Organization Improve Its Approach to Standardized Work in the Office?
• Simplify and standardize processes further.
• Use more visual tools like flowcharts and diagrams.
• Provide regular training and reminders about the importance of adhering to standards.
Key Takeaways
• Standardized work ensures consistency, reduces waste, and improves quality.
• Standards should be simple, visual, and easy to understand.
• Adherence to standards can be improved through training, visual aids, and regular audits.
• Standards should evolve through continuous improvement (Kaizen).
By focusing on these principles, organizations can create a culture of consistency and continuous improvement,
both on the shop floor and in the office.