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






2. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






6. 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






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






8. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties






9. 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?






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






11. 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






12. Visual 'call for help' system - means a Japanese paper lantern






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






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






16. Cumulative trauma disorder






17. 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






18. 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






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






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






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






22. 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






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






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






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






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






27. 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






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






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






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






31. Plan Do Check Act






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






33. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






35. 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






36. Visual description of an activity






37. Collaborative planning forecast replenishment -aka VMI






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






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






40. Procurement - Manufacturing - Warehousing - Distribution - Customers






41. Bill of materials






42. Vendor Managed Inventory






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






44. Define measure analyse improve control






45. Change for the better - continuous improvement






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






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






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






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






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