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. Usually around 8-10%






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






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






4. 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






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






6. Change for the better - continuous improvement






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






8. 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)






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






10. 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






11. 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






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






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






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






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






16. 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






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






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






19. 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






20. 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






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






22. 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?






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






24. 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.






25. Non value added time. The potential non-production time that can be eliminated from a process






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






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






28. 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






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






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






31. Visual description of an activity






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






33. 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






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






35. Collaborative planning forecast replenishment -aka VMI






36. 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






37. 99.99966% good






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. Unevenness - Rocks in the stream - hidden by inventory






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






41. Material requisition planning






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






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






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






45. 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






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






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






48. 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






49. 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






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