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. Unevenness - Rocks in the stream - hidden by inventory






2. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






4. 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






5. 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






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






7. 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






8. 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






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






10. 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






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






12. '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






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






14. 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






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






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






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






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






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






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






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






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






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






24. Visual description of an activity






25. Plan Do Check Act






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






27. 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?






28. 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)






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






30. 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






31. 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)






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






33. 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.






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






35. 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






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






37. 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






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






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






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






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






42. Cumulative trauma disorder






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






44. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too






45. 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






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






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






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






49. Change for the better - continuous improvement






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







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Can you answer 50 questions in 15 minutes?


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