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






2. Cumulative trauma disorder






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






4. 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?






5. 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






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






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






8. 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






9. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






11. Collaborative planning forecast replenishment -aka VMI






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






13. Enterprise Resource Planning eg SAP - JD Edwards






14. 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






15. 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






16. 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






17. 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






18. 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






19. 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






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






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






22. Bill of materials






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






24. Usually around 8-10%






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






26. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)






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






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






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






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






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






32. Plan Do Check Act






33. 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






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






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






36. 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






37. 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






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






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






40. 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






41. Visual description of an activity






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






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






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






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






47. 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.






48. 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






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






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