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






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






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






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






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






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






7. 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






8. 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






9. '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






10. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






13. 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)






14. Plan Do Check Act






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






16. Minimum order quantity






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






18. 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.






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






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






22. 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






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






24. 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






25. Walk through to identify processes - Gather all relevant information - document customer/supplier info and count inventory - Establish info flow - how does each process know what to make next? - Identify push v pull - Quantify process lead time v pro






26. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






30. 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






31. Enterprise Resource Planning eg SAP - JD Edwards






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






33. Visual description of an activity






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






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






37. 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






38. Define measure analyse improve control






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






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






41. 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






42. 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






43. 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






44. Plan Do Check Act






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






46. 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






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






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






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






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