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. Define measure analyse improve control






2. 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






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






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






5. Plan Do Check Act






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






7. 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.






8. 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)






9. '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






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






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






13. Bill of materials






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






15. Plan Do Check Act






16. 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






17. 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






18. 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






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






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






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






22. 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






23. 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






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






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






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






27. Visual description of an activity






28. 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






29. 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






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






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






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






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






34. 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?






35. Gain corporate/top management vision - Train Lean champions/Kaizen facilitators - Access and develop the success structure - Identify the value stream - Get quick wins - Train associates and extend training to all - Engage and manage the supply chain






36. 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






37. Collaborative planning forecast replenishment -aka VMI






38. Cumulative trauma disorder






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






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






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






42. 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






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






44. Vendor Managed Inventory






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






46. Enterprise Resource Planning eg SAP - JD Edwards






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






48. 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






49. Link activities and processes into most efficient combinations to maximise value added content while minimising waste






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