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






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






3. 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






4. Define measure analyse improve control






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






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






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






8. What's in it for me?






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






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






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






12. 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.






13. Collaborative planning forecast replenishment -aka VMI






14. 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






15. Bill of materials






16. 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






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






18. Each step in process should be as close to Takt time as possible






19. 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






20. 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






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






23. 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






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






25. 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






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






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






28. Material requisition planning






29. 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






30. 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






31. 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






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






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






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






35. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






38. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers






39. 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)






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






41. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






45. Enterprise Resource Planning eg SAP - JD Edwards






46. 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






47. 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)






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






49. 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






50. Visual description of an activity