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. Unevenness - Rocks in the stream - hidden by inventory






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






3. 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






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






5. 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






6. Collaborative planning forecast replenishment -aka VMI






7. 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






8. 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






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






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






11. What's in it for me?






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






13. 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?






14. Vendor Managed Inventory






15. 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






16. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






17. 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






18. Minimum order quantity






19. 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






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






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






22. Plan Do Check Act






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






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






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






26. Change for the better - continuous improvement






27. 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






28. Usually around 8-10%






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






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






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






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






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






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






36. 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






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






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






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






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






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. Define measure analyse improve control






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






44. 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)






45. Plan Do Check Act






46. Cumulative trauma disorder






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






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






49. 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






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