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. 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)






2. Material requisition planning






3. 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






4. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






6. Structured methodology of sequence of activities aimed at removing waste by improving organisation - visual communication and overall cleanliness. Sort - keep only what you need Set in Order - A place for everything and everything in its place Sh






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






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






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






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






11. 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






12. Visual description of an activity






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






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






15. 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






16. 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






17. 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






18. 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






19. Minimum order quantity






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






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






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






23. Vendor Managed Inventory






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






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






26. Plan Do Check Act






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






28. 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






29. 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






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






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






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






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






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






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






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






37. Suppliers inputs process outputs customers






38. 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






39. Bill of materials






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






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






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






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






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






46. 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






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






48. 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.






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






50. 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