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






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






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






4. 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






5. 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






6. 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






7. Cumulative trauma disorder






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






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






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






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






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






13. 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






14. Vendor Managed Inventory






15. 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






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






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






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






19. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






22. 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






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






24. 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






25. Enterprise Resource Planning eg SAP - JD Edwards






26. 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






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






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






29. Plan Do Check Act






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






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






32. Collaborative planning forecast replenishment -aka VMI






33. Material requisition planning






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






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






37. 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






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






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






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






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






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






43. 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)






44. '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






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






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






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






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






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






50. 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