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. 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






2. 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






3. Define measure analyse improve control






4. Overall equipment effectiveness: availability x performance x quality yield measured in hours






5. 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






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






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






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






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






10. Cumulative trauma disorder






11. '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






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






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






14. Vendor Managed Inventory






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






16. What's in it for me?






17. Usually around 8-10%






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






19. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






21. 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






22. 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






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






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






25. 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






26. 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






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






28. Collaborative planning forecast replenishment -aka VMI






29. Material requisition planning






30. 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






31. 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






32. Minimum order quantity






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






34. Enterprise Resource Planning eg SAP - JD Edwards






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






36. 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






37. Bill of materials






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






39. 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






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






41. 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






42. Visual description of an activity






43. 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






44. Plan Do Check Act






45. Vertical y axis stock in days - Horizontal x axis Lead time in days






46. Aligning manufacturing output with customer demand to calculate safety stocks and Kanban levels - and at the same time provide a saving to the organization by reducing the amount of money tied up in inventory






47. 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






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






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






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