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






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






4. Bill of materials






5. 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






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






7. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






8. Short focused burst of activity used to complement Kaizen thinking






9. Material requisition planning






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






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






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






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






14. '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






15. How long it takes to use all the stock that you have usually per year eg annual cost of sales over value of current inventory. It's a bigger number if you keep less of the stock that's used






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






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






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






19. 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)






20. Visual description of an activity






21. 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






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






23. 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






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






25. Define measure analyse improve control






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






27. 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






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






29. 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






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






31. In theory of constraints drum is the rate of the constraint - buffer is stocks to supply - rope is limit on upstream production to prevent flooding.






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






33. 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






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






35. 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






36. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






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






41. 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






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






43. 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)






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






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






46. 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






47. Plan Do Check Act






48. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






49. Collaborative planning forecast replenishment -aka VMI






50. 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