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. Procurement - Manufacturing - Warehousing - Distribution - Customers






2. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too






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






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






5. 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






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






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






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






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






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






11. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996






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






13. 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






14. 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






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






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






17. Bill of materials






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






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






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






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






22. 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






23. 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)






24. 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?






25. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures






26. 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






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






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






29. 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






30. Plan Do Check Act






31. Cumulative trauma disorder






32. 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






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






34. 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






35. Define measure analyse improve control






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






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






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






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






40. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






41. Collaborative planning forecast replenishment -aka VMI






42. 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






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






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






45. 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






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






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






48. 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.






49. '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






50. Minimum order quantity