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. Usually around 8-10%






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






3. Procurement - Manufacturing - Warehousing - Distribution - Customers






4. Change for the better - continuous improvement






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






6. '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






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






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






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






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






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






13. 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)






14. Plan Do Check Act






15. 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.






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






17. 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






18. 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






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






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






21. 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






22. Material requisition planning






23. Enterprise Resource Planning eg SAP - JD Edwards






24. Suppliers inputs process outputs customers






25. 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






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






27. 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






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






29. 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






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






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






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






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






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






35. 1. Value Proposition - it is easy to identify stakeholders - it is very difficult to understand what provides value to stakeholders 2. Value Identification - structure value streams based on the stakeholders' value propositions so that people - g






36. Minimum order quantity






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






38. 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






39. Cumulative trauma disorder






40. 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






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






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






43. Vendor Managed Inventory






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






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






46. 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






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






48. 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






49. 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?






50. Bill of materials