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. 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






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






3. 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






4. 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






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






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






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






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






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






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






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






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






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






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






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






16. 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






17. Plan Do Check Act






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






20. 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






21. 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






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






23. Material requisition planning






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






25. 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?






26. Procurement - Manufacturing - Warehousing - Distribution - Customers






27. Visual description of an activity






28. Usually around 8-10%






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






30. 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






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






32. 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






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






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






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






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






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






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






40. 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






41. Change for the better - continuous improvement






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






43. 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






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






45. 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






46. 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






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






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






49. Plan Do Check Act






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