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. Define measure analyse improve control






2. 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






3. 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






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






5. '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






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






7. Change for the better - continuous improvement






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






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






10. 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






11. 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






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






13. 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






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






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






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






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






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






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






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






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






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






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






24. 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






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






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






27. Plan Do Check Act






28. Cumulative trauma disorder






29. 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






30. 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






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






32. 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






33. 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






34. Visual description of an activity






35. Collaborative planning forecast replenishment -aka VMI






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






37. 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






38. Plan Do Check Act






39. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






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






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






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






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






47. 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.






48. 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






49. Material requisition planning






50. Minimum order quantity