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. Collaborative planning forecast replenishment -aka VMI






2. Visual description of an activity






3. A set of businesses with interlocking business relationships and shareholdings






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






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






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






7. 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






8. Overall equipment effectiveness: availability x performance x quality yield measured in hours






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






10. Aligning manufacturing output with customer demand to calculate safety stocks and Kanban levels - and at the same time provide a saving to the organization by reducing the amount of money tied up in inventory






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






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






13. Human foolproofing eg cannot insert 3-pin plug wrong way up






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






15. 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






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






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






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






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






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






21. All activities associated with a product from raw material to final customer.






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






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






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






25. Procurement - Manufacturing - Warehousing - Distribution - Customers






26. Bill of materials






27. '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






28. 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)






29. 99.99966% good






30. 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






31. Non value added time. The potential non-production time that can be eliminated from a process






32. What's in it for me?






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






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






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






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






37. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)






38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






39. 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






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






41. Minimum order quantity






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






43. 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






44. 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)






45. 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






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






47. 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






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






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






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







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