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






2. 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)






3. 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






4. Vendor Managed Inventory






5. 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






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






7. 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






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






9. '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






10. 99.99966% good






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






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






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






14. What's in it for me?






15. 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






16. Collaborative planning forecast replenishment -aka VMI






17. 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






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






19. 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






20. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects






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






22. 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






23. 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.






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






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






26. 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






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






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






29. Plan Do Check Act






30. 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






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






32. Minimum order quantity






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






34. Material requisition planning






35. 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?






36. 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






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






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






39. 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






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






41. 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






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






43. 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






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






45. Bill of materials






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






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






48. 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






49. Change for the better - continuous improvement






50. 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)







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