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. 99.99966% good






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






3. Vendor Managed Inventory






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






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






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






7. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






9. Material requisition planning






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






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






12. Plan Do Check Act






13. Suppliers inputs process outputs customers






14. 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






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






16. Minimum order quantity






17. Bill of materials






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






19. 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






20. 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






21. Procurement - Manufacturing - Warehousing - Distribution - Customers






22. 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






23. Plan Do Check Act






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






25. 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






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






27. 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






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






29. Visual description of an activity






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






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






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






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






34. Collaborative planning forecast replenishment -aka VMI






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






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






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






38. What's in it for me?






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






40. Enterprise Resource Planning eg SAP - JD Edwards






41. 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?






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






43. 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






44. 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






45. 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






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






47. 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






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






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






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