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. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






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






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






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






8. 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






9. Visual description of an activity






10. Plan Do Check Act






11. 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






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






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






14. 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






15. What's in it for me?






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






17. 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






18. 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






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






20. 99.99966% good






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






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






23. 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.






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






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






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






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






28. Suppliers inputs process outputs customers






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






30. 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






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






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






33. 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






34. Minimum order quantity






35. Change for the better - continuous improvement






36. Bill of materials






37. 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






38. 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






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






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






42. 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






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






44. 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






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. Material requisition planning






47. 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






48. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






49. Plan Do Check Act






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







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