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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. 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






2. 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






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






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






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






6. Plan Do Check Act






7. 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






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






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






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






11. Cumulative trauma disorder






12. 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






13. 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






14. 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)






15. 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






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






17. 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






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






19. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling






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






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






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






23. 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






24. Procurement - Manufacturing - Warehousing - Distribution - 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. First in first out first piece of inventory required in an operating step is the one delivered first






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






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






29. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






31. Collaborative planning forecast replenishment -aka VMI






32. Suppliers inputs process outputs customers






33. 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






34. '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






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






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






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






38. Vendor Managed Inventory






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






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






41. 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






42. 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






43. What's in it for me?






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






45. 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






46. Minimum order quantity






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






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






49. 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






50. 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







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