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






2. 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






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






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






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






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






7. 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






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






9. 99.99966% good






10. 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






11. Procurement - Manufacturing - Warehousing - Distribution - Customers






12. Overall equipment effectiveness: availability x performance x quality yield measured in hours






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






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






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






17. Material requisition planning






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






19. Change for the better - continuous improvement






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






21. Vendor Managed Inventory






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






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






24. Plan Do Check Act






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






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






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






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






29. 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






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






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






32. 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






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






34. 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






35. 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






36. Cumulative trauma disorder






37. Bill of materials






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






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






40. 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






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






42. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






46. 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






47. 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






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






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







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