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






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






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






4. 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






5. 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.






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






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






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






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






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






11. 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






12. Bill of materials






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






14. 99.99966% good






15. 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






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






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






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






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






20. 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)






21. 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






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






23. 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






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






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






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






27. 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






28. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






32. Suppliers inputs process outputs customers






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






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






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






36. 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






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






38. 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






39. Usually around 8-10%






40. 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






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






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






43. 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






44. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






45. Define measure analyse improve control






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






47. 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






48. 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






49. Collaborative planning forecast replenishment -aka VMI






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