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. Change for the better - continuous improvement






2. 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






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






4. 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






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






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






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






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






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






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






11. Structured methodology of sequence of activities aimed at removing waste by improving organisation - visual communication and overall cleanliness. Sort - keep only what you need Set in Order - A place for everything and everything in its place Sh






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






13. 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






14. 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






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






16. 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






17. Define measure analyse improve control






18. Material requisition planning






19. Visual description of an activity






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






21. Design and manage the processes - flows and assets of material and information required to satisfy customer demands






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






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






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






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






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






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






28. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






29. 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






30. Suppliers inputs process outputs customers






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






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






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






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






35. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






39. Vendor Managed Inventory






40. '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






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






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






43. 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






44. 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






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






46. 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?






47. 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)






48. 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






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






50. 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.