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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. A set of businesses with interlocking business relationships and shareholdings






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






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






4. 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






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






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






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






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






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






10. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






12. Material requisition planning






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






14. Minimum order quantity






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






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






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






18. 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






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






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






21. What's in it for me?






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






23. Cumulative trauma disorder






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






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






26. 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






27. 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






28. 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






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






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






31. 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)






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






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






34. Plan Do Check Act






35. 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






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






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






38. 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






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






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






41. '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






42. 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)






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






44. Bill of materials






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






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






47. Suppliers inputs process outputs customers






48. 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






49. 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






50. 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?







Sorry!:) No result found.

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