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. 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






2. 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)






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






4. 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






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






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






7. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






8. 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






9. 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






10. Cumulative trauma disorder






11. Mistake proofing a process in order to ensure that only quality products or parts are allowed through to the next step. This helps eliminate any waste incurred from rework. Usually uses root cause and Pareto analysis






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






13. 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






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






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






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






17. 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?






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






19. Change for the better - continuous improvement






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






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






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






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






24. Plan Do Check Act






25. 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






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. 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






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






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






30. Collaborative planning forecast replenishment -aka VMI






31. 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






32. Material requisition planning






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






34. 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






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






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






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






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






39. Suppliers inputs process outputs customers






40. Usually around 8-10%






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






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






43. What's in it for me?






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






45. 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






46. 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






47. 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






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






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






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