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. 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






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






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






4. 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






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






6. 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?






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






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






9. Bill of materials






10. Enterprise Resource Planning eg SAP - JD Edwards






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






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






13. 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






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






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






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






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






18. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






20. Suppliers inputs process outputs customers






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






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






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






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






25. Usually around 8-10%






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






27. 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






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






29. Material requisition planning






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






31. Minimum order quantity






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






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






34. 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






35. Bringing people closer together for communication - One cell per product family - Bring together all the machines - Select appropriate tools - Aim is to have them independent - Train - balance workload - Reduce space and flow difference






36. Visual description of an activity






37. 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






38. '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






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






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






41. Plan Do Check Act






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






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






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






45. Collaborative planning forecast replenishment -aka VMI






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






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






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






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






50. 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)