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. Plan Do Check Act






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






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






4. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv






5. Suppliers inputs process outputs customers






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






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






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






9. 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






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






11. Plan Do Check Act






12. Vertical y axis stock in days - Horizontal x axis Lead time in days






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






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






15. Visual description of an activity






16. 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)






17. 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






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






19. Lean thinking for equipment. Aims to eliminate accidents - defects and breakdowns. 3 areas: availability - performance - quality - equipment failure/breakdown - setup/adjustment - idling/minor stops affecting performance - reduced speed affecting






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






21. 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






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






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






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






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






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






27. 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






28. 99.99966% good






29. Usually around 8-10%






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






31. 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






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






33. 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






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






35. 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






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






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






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






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






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






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






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






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






44. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






45. 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)






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






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






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






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






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







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