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






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. Plan Do Check Act






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






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






6. 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.






7. 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






8. Status quo unacceptable - Put aside preconceptions - Find root causes to problems - Focus on process not people - Employees are the experts - Allow yourself the right to fail (yeuch)






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






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






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






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






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






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






15. What's in it for me?






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






17. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






18. Enterprise Resource Planning eg SAP - JD Edwards






19. 99.99966% good






20. 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






21. 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






22. Minimum order quantity






23. Vendor Managed Inventory






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






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






26. Define measure analyse improve control






27. Procurement - Manufacturing - Warehousing - Distribution - Customers






28. 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






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






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






31. Cumulative trauma disorder






32. 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






33. 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






34. Non value added time. The potential non-production time that can be eliminated from a process






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






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






37. 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






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






39. Visual description of an activity






40. Material requisition planning






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






42. Bill of materials






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






44. 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






45. 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






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






47. 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?






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






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






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






Can you answer 50 questions in 15 minutes?



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