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






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. 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






4. Change for the better - continuous improvement






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






6. 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






7. Vendor Managed Inventory






8. 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






9. 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






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






11. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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. 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.






15. Procurement - Manufacturing - Warehousing - Distribution - Customers






16. What's in it for me?






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






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






19. Collaborative planning forecast replenishment -aka VMI






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






21. 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






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






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






24. 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






25. 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






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






27. Material requisition planning






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






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






30. 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






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






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






33. Bill of materials






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






35. 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






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






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






38. 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






39. 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






40. Visual description of an activity






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






42. 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






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






44. Suppliers inputs process outputs customers






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






46. 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






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






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






49. 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






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