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






2. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures






3. 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






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






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






6. Plan Do Check Act






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






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






9. Visual description of an activity






10. Minimum order quantity






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






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






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






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






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. 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






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






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






20. 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






21. Collaborative planning forecast replenishment -aka VMI






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






23. 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






24. Enterprise Resource Planning eg SAP - JD Edwards






25. 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






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






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






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






29. 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






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






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






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






33. 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






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






35. 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






36. 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






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






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






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






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






41. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats






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






43. Suppliers inputs process outputs customers






44. Vendor Managed Inventory






45. 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






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






47. Factors that influence addition of value: technology quality reliability delivery customer service and environment






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






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






50. 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