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. 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






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






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






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






5. 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






6. Cumulative trauma disorder






7. 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






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






9. 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






10. 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






11. 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






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






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






14. 99.99966% good






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






16. What's in it for me?






17. 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






18. 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






19. 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






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






21. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






22. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






25. Suppliers inputs process outputs customers






26. '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






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






28. Bill of materials






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






30. 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






31. Vendor Managed Inventory






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






33. Collaborative planning forecast replenishment -aka VMI






34. 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






35. 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)






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






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






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






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






40. 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






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






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






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






44. Enterprise Resource Planning eg SAP - JD Edwards






45. Minimum order quantity






46. 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.






47. Plan Do Check Act






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






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