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






2. Minimum order quantity






3. 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






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






5. 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






6. 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






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






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






9. Plan Do Check Act






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






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






12. 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






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






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






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






16. Bill of materials






17. 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






18. 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)






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






20. Material requisition planning






21. Define measure analyse improve control






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






23. 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)






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






25. 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






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






27. Suppliers inputs process outputs customers






28. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






32. 99.99966% good






33. 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






34. What's in it for me?






35. 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






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






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






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






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






40. Usually around 8-10%






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






42. Change for the better - continuous improvement






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






44. 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?






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






46. 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






47. Procurement - Manufacturing - Warehousing - Distribution - Customers






48. Plan Do Check Act






49. Collaborative planning forecast replenishment -aka VMI






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