Test your basic knowledge |

Lean Supply Chain

Subject : business-skills
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Human foolproofing eg cannot insert 3-pin plug wrong way up






2. Gain corporate/top management vision - Train Lean champions/Kaizen facilitators - Access and develop the success structure - Identify the value stream - Get quick wins - Train associates and extend training to all - Engage and manage the supply chain






3. Material requisition planning






4. Mainly human motion as opposed to things - walking - handling materials - centralised storage due to disorganisation - lack of visual controls - 5S - 5 Whys RCA - Load levelling - Pull system eg Kanban






5. Vendor Managed Inventory






6. Design and manage the processes - flows and assets of material and information required to satisfy customer demands






7. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv






8. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely






9. Value left axis -Success probability right axis - height of bar shows effort involved?






10. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban






11. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






12. Replenishment signal that authorises activity or delivery of required materials. Initiated by consumption - only happens for good parts - using the cell triggers the pull - nothing produced or moved without signal - only the kanban quantity delivered






13. Collaborative planning forecast replenishment -aka VMI






14. Enterprise Resource Planning eg SAP - JD Edwards






15. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






16. Ship - store - move - make - pack - distribute - store - sell - return - service






17. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced






18. Failure mode and effects analysis. Identify every possible failure mode of a process or product - with the aim of determining the effect on other sub-items and on the required function of the product or process






19. More work effort than necessary eg reviews - reports - cc-ing emails. Caused by lack of communication - teamwork - inappropriate decision making. Solved by focussing on customer value. - 5S - Value stream map - Whys RCA - PDCA






20. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics






21. The minimum number of parts - including units in machines - required to keep a cell or process moving






22. Value (what customer will pay for - ask them)- Value Stream (all processes that add value) - Continuous Flow (linking - avoid stagnation) - Pull (demand - nothing produced until signalled for) - Perfection (an ideal)






23. 99.99966% good






24. The 4 ribs or bones are Man - Machine - Materials and Methods






25. IT - Inbound logistics - Outbound logistics - Quality - Technology/design






26. Visual description of an activity






27. Cumulative trauma disorder






28. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers






29. 'A process-orientated - integrated approach to buying - making and moving products and services to customers. SCM as a broad scope includes sub-suppliers - suppliers - internal operations - trade customers and end users.' MIT






30. Factors that influence quality. Technology quality reliability delivery customer-service environment






31. Mistake proofing a process in order to ensure that only quality products or parts are allowed through to the next step. This helps eliminate any waste incurred from rework. Usually uses root cause and Pareto analysis






32. Suppliers inputs process outputs customers






33. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke






34. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process






35. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan






36. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance






37. First in first out first piece of inventory required in an operating step is the one delivered first






38. More information or material than process needs eg unnecessary files - long equipment setup - poor communication with suppliers. Minimum order quantities adjustments. - Reduce batch size - 5S - Load levelling - Pull system eg Kanban






39. Lean enterprise self assessment tool - proprietary MIT have to buy






40. Factors that influence addition of value: technology quality reliability delivery customer service and environment






41. Averages both the volume and sequence of different model types






42. What's in it for me?






43. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis






44. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams






45. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs






46. Value stream mapping simple process of directly observing the flows of information and materials as they occur - summarising them visually - and then envisioning a future state with much better performance 1. Locate operations 2. Identify area inve






47. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document






48. Documentation aimed at performing task same way every time - current best way of doing an activity. Done with the people who do the work and OWNED by them. Uses: - drawings and photos - ensures consistency - developed with staff - readily accessible






49. Vertical y axis stock in days - Horizontal x axis Lead time in days






50. Walk through to identify processes - Gather all relevant information - document customer/supplier info and count inventory - Establish info flow - how does each process know what to make next? - Identify push v pull - Quantify process lead time v pro







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Can you answer 50 questions in 15 minutes?


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