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






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






3. 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






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






5. Plan Do Check Act






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






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






8. First in first out first piece of inventory required in an operating step is the one delivered first






9. Visual description of an activity






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






11. Short focused burst of activity used to complement Kaizen thinking






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






13. '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






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






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






16. 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






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






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






19. Change for the better - continuous improvement






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






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






22. 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






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






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






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






26. Suppliers inputs process outputs customers






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






28. 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






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






30. 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






31. Enterprise Resource Planning eg SAP - JD Edwards






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






33. Material requisition planning






34. 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






35. 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






36. 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






37. Minimum order quantity






38. 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






39. 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)






40. 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






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






42. 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






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






44. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996






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






46. Vendor Managed Inventory






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






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






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






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