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. 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






2. 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






3. Enterprise Resource Planning eg SAP - JD Edwards






4. Cumulative trauma disorder






5. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






7. 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






8. 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






9. 99.99966% good






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






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






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






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






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






15. 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






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






17. Plan Do Check Act






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






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






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






21. 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






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






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






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






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






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






27. Change for the better - continuous improvement






28. What's in it for me?






29. Plan Do Check Act






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






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






32. 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?






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






34. 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






35. Minimum order quantity






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






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






38. Vendor Managed Inventory






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






40. 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






41. 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)






42. 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.






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






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






45. '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






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






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






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






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






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