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






2. 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?






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






4. Change for the better - continuous improvement






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






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






7. 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






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






9. 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






10. 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






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. 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






13. 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.






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






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






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






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






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






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






20. Collaborative planning forecast replenishment -aka VMI






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






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






23. Value (what customer will pay for - ask them)- Value Stream (all processes that add value) - Continuous Flow (linking - avoid stagnation) - Pull (demand - nothing produced until signalled for) - Perfection (an ideal)






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






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






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






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






28. 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






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






30. Cumulative trauma disorder






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






32. What's in it for me?






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






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






35. Usually around 8-10%






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






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






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






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. 99.99966% good






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






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






43. 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






44. 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






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






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






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






48. Plan Do Check Act






49. 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






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