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






2. 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






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






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






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






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






7. Define measure analyse improve control






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






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






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






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






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






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. 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






15. 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






16. 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






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






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






19. Minimum order quantity






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






21. 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






22. 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






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






24. 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






25. 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






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






27. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






29. Plan Do Check Act






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






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






32. 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






33. 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?






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






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






36. 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






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






38. 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






39. What's in it for me?






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






41. 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






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






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






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






45. 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






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






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






48. 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






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






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