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. 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






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






3. 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






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






5. Material requisition planning






6. Visual description of an activity






7. 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






8. 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






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






10. Usually around 8-10%






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






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






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






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






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






16. 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






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






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






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






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






21. 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






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






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






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






25. Vendor Managed Inventory






26. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






28. 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






29. Cumulative trauma disorder






30. 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






31. 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.






32. Suppliers inputs process outputs customers






33. 99.99966% good






34. 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






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






36. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996






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






38. 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






39. Collaborative planning forecast replenishment -aka VMI






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






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






42. 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)






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






44. Plan Do Check Act






45. 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






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






47. Non value added time. The potential non-production time that can be eliminated from a process






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






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






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