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. Ho - direction - Shin - needle - Strategic direction rippled down to all in organisation - Focus attention on corporate direction - Align activity to support - Integrate with daily activity of staff - Structured review of progress - Based on mgmt by






2. Unevenness - Rocks in the stream - hidden by inventory






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






4. 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)






5. Material requisition planning






6. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats






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






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






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






10. Cumulative trauma disorder






11. Quantity of inventory against time showing batch size at different points






12. Enterprise Resource Planning eg SAP - JD Edwards






13. Suppliers inputs process outputs customers






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






15. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects






16. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties






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






18. Try to defer variation - keep generic for as long as possible






19. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling






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






21. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling






22. Each step in process should be as close to Takt time as possible






23. '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






24. Collaborative planning forecast replenishment -aka VMI






25. 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






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






27. Includes both va and nva activities unlike cycle time which is only the va activities. Confused by this. Processing time seems = VA activities. Process cycle is different?






28. Define measure analyse improve control






29. 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






30. Link activities and processes into most efficient combinations to maximise value added content while minimising waste






31. 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






32. Usually around 8-10%






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






34. The average rate at which customers buy products - and hence the rate at which products should be manufactured. actual operating time / customer requirement per shift






35. Structured methodology of sequence of activities aimed at removing waste by improving organisation - visual communication and overall cleanliness. Sort - keep only what you need Set in Order - A place for everything and everything in its place Sh






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






37. Identify value - Map value stream - Create flow - Establish flow - Seek perfection






38. Plan Do Check Act






39. Throw out old fixed ideas on how to do things - No blame - treat others as you want to be treated - Think positive - don't say you can't - Don't wait for perfection - 50% improvement now is fine - Correct mistakes as son as they are found - Don't sub






40. 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






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






42. 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






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






44. Superset of process map - icons that allow capture of info / easy to understand - captures both material and information flow - identifies key info to prioritise what improvement actions should be initiated






45. Focus on the biggest problem because it is the rate limiting step






46. 1. Value Proposition - it is easy to identify stakeholders - it is very difficult to understand what provides value to stakeholders 2. Value Identification - structure value streams based on the stakeholders' value propositions so that people - g






47. Status quo unacceptable - Put aside preconceptions - Find root causes to problems - Focus on process not people - Employees are the experts - Allow yourself the right to fail (yeuch)






48. Plan Do Check Act






49. Visual 'call for help' system - means a Japanese paper lantern






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