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






2. '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






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






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






5. 99.99966% good






6. 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






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






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






9. Plan Do Check Act






10. 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






11. What's in it for me?






12. 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






13. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






15. 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






16. 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






17. Material requisition planning






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






19. Collaborative planning forecast replenishment -aka VMI






20. 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






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






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






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






24. Bill of materials






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






26. 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






27. 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






28. 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






29. Usually around 8-10%






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






32. Plan Do Check Act






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






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






35. Suppliers inputs process outputs customers






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






37. 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






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






39. 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)






40. 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






41. 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






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






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






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






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






46. 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






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






48. 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






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






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