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






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






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






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






5. Minimum order quantity






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






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






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






9. Suppliers inputs process outputs customers






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






11. 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






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






13. 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






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






15. 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?






16. Plan Do Check Act






17. 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






18. What's in it for me?






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






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






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






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






23. 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)






24. 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






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






26. Change for the better - continuous improvement






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






28. Plan Do Check Act






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






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






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






32. 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






33. 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






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






36. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






42. Bill of materials






43. 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.






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






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






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. 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






48. Define measure analyse improve control






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






50. Enterprise Resource Planning eg SAP - JD Edwards