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






2. 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






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






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






5. Minimum order quantity






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






7. 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






8. 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






9. 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






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






11. 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






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






13. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time






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






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






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






17. Suppliers inputs process outputs customers






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






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






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






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






22. 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






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. 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






25. Define measure analyse improve control






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






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






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






29. 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.






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






31. Factors that influence addition of value: technology quality reliability delivery customer service and environment






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






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






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






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






36. 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)






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






38. 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






39. 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






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






41. 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






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






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






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






45. Material requisition planning






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






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






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






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






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