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






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






3. 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






4. Plan Do Check Act






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






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






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






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






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






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






11. 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)






12. What's in it for me?






13. Suppliers inputs process outputs customers






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






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






16. 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






17. 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






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






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






20. 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






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. 99.99966% good






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






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






25. 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.






26. 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






27. 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?






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






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






30. Usually around 8-10%






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






32. 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






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






34. Material requisition planning






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






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






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






38. 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






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






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






41. 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






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






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






44. 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






45. Collaborative planning forecast replenishment -aka VMI






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






47. 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






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






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






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