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. Vendor Managed Inventory






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






3. Bill of materials






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






5. 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






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






7. What's in it for me?






8. Visual description of an activity






9. 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






10. 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






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






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






13. 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






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






15. Material requisition planning






16. Define measure analyse improve control






17. 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






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






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






20. 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)






21. Enterprise Resource Planning eg SAP - JD Edwards






22. Collaborative planning forecast replenishment -aka VMI






23. 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






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






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






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






27. 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






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






29. Minimum order quantity






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






31. '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






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






33. 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.






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






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






36. 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)






37. Plan Do Check Act






38. 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






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






41. Cumulative trauma disorder






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






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






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






45. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis






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






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






48. 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






49. 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






50. 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