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






2. 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






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






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






5. 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






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






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






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






9. 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)






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






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






12. Define measure analyse improve control






13. 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






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






15. 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






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






17. 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






18. Procurement - Manufacturing - Warehousing - Distribution - Customers






19. 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






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






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






22. Cumulative trauma disorder






23. 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






24. Change for the better - continuous improvement






25. Collaborative planning forecast replenishment -aka VMI






26. 99.99966% good






27. 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






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






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






30. 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.






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






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






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






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






35. 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






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






37. 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






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






39. Minimum order quantity






40. Plan Do Check Act






41. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






42. Suppliers inputs process outputs customers






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






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






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






46. 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






47. 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






48. 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?






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






50. Plan Do Check Act