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. 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






2. What's in it for me?






3. Minimum order quantity






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






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






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






7. 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






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






9. Collaborative planning forecast replenishment -aka VMI






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. Material requisition planning






12. 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






13. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






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






18. 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






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






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






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






22. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






25. Bill of materials






26. 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






27. 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






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






29. 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






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






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






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






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






34. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document






35. 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)






36. '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






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






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






39. Visual description of an activity






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






41. 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






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






43. 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?






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






45. 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






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






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






48. 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






49. 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






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