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. 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






2. 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






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






4. What's in it for me?






5. 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






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






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






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






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






11. Bill of materials






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






13. 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






14. 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






15. 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






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






17. 99.99966% good






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






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






20. Value left axis -Success probability right axis - height of bar shows effort involved?






21. 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






22. Minimum order quantity






23. Collaborative planning forecast replenishment -aka VMI






24. Material requisition planning






25. Suppliers inputs process outputs customers






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






27. 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






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






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






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






31. Vendor Managed Inventory






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






33. Enterprise Resource Planning eg SAP - JD Edwards






34. 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






35. 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






36. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






38. 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?






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






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






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






43. '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






44. Define measure analyse improve control






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






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






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






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






49. Plan Do Check Act






50. 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