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. Averages both the volume and sequence of different model types






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






3. 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






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






5. Material requisition planning






6. 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






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






8. 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






9. Vendor Managed Inventory






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






11. 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






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






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






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






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






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






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






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






19. 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)






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






21. 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






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






23. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






25. 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.






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






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






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






29. Usually around 8-10%






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






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






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






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






34. Visual description of an activity






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






36. 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






37. 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






38. 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






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






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






41. 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






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






43. Suppliers inputs process outputs customers






44. 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






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






46. 99.99966% good






47. 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






48. Enterprise Resource Planning eg SAP - JD Edwards






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






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