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. 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






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






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






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






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






7. 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.






8. 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






9. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






10. Collaborative planning forecast replenishment -aka VMI






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






12. Lean thinking for equipment. Aims to eliminate accidents - defects and breakdowns. 3 areas: availability - performance - quality - equipment failure/breakdown - setup/adjustment - idling/minor stops affecting performance - reduced speed affecting






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






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






15. 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






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






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






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






19. Vendor Managed Inventory






20. Suppliers inputs process outputs customers






21. Plan Do Check Act






22. 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






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






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






25. 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






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






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






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






29. 99.99966% good






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






31. Procurement - Manufacturing - Warehousing - Distribution - Customers






32. Visual description of an activity






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






34. 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






35. Define measure analyse improve control






36. Minimum order quantity






37. 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






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






39. 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






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






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






42. 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






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






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






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






46. 'A process-orientated - integrated approach to buying - making and moving products and services to customers. SCM as a broad scope includes sub-suppliers - suppliers - internal operations - trade customers and end users.' MIT






47. 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






48. 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






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






50. Plan Do Check Act