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






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






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






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






5. 99.99966% good






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






7. 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






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






9. Vendor Managed Inventory






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






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






12. Minimum order quantity






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






14. Plan Do Check Act






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






16. 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






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






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






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






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






21. 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






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






23. 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






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






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






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






27. 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)






28. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






29. 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






30. 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






31. Collaborative planning forecast replenishment -aka VMI






32. A set of businesses with interlocking business relationships and shareholdings






33. Enterprise Resource Planning eg SAP - JD Edwards






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






35. 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






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






38. 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






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






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






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






42. 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






43. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv






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






45. 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)






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






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






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






49. 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.






50. Change for the better - continuous improvement