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






3. Collaborative planning forecast replenishment -aka VMI






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






5. Suppliers inputs process outputs customers






6. Procurement - Manufacturing - Warehousing - Distribution - Customers






7. Visual description of an activity






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






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






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






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






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






13. '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






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






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






16. 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






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






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






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






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






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






22. 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






23. Enterprise Resource Planning eg SAP - JD Edwards






24. 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






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






26. 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)






27. 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






28. 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






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






30. Material requisition planning






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






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






33. 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






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






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






36. Minimum order quantity






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






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






39. 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






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






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






42. 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






43. 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






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






45. Change for the better - continuous improvement






46. 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






47. Documentation aimed at performing task same way every time - current best way of doing an activity. Done with the people who do the work and OWNED by them. Uses: - drawings and photos - ensures consistency - developed with staff - readily accessible






48. 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.






49. Define measure analyse improve control






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