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. 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






2. 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






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






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






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






7. 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






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






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






10. Visual description of an activity






11. 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






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






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






14. Suppliers inputs process outputs customers






15. 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






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






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






18. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






19. 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






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






21. 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






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






23. 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






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






25. Collaborative planning forecast replenishment -aka VMI






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






27. 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






28. 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






29. 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






30. Vendor Managed Inventory






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






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






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






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






35. 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






36. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






37. 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






38. 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?






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






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






41. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






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






46. 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






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






48. '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






49. Minimum order quantity






50. What's in it for me?