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. 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






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






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






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






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






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






7. Usually around 8-10%






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






9. What's in it for me?






10. 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






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






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






14. Vendor Managed Inventory






15. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






17. 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.






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






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






20. 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






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






22. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






23. 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






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






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






26. 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






27. Suppliers inputs process outputs customers






28. Visual description of an activity






29. Define measure analyse improve control






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






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






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






33. 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






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






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






36. 99.99966% good






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






38. Cumulative trauma disorder






39. '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






40. Collaborative planning forecast replenishment -aka VMI






41. Plan Do Check Act






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






43. 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






44. 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






45. Aligning manufacturing output with customer demand to calculate safety stocks and Kanban levels - and at the same time provide a saving to the organization by reducing the amount of money tied up in inventory






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






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






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






49. 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?






50. Enterprise Resource Planning eg SAP - JD Edwards