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. Define measure analyse improve control






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






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






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






5. Visual description of an activity






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






7. 99.99966% good






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






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






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






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






12. Enterprise Resource Planning eg SAP - JD Edwards






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






14. 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






15. 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






16. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






18. 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






19. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






20. 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?






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






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






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






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






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






26. 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






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






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






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






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






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






32. 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






33. Change for the better - continuous improvement






34. 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






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. Collaborative planning forecast replenishment -aka VMI






37. 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






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






39. 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






40. Material requisition planning






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






42. 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






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






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






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






46. What's in it for me?






47. 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






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






49. 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.






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