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






2. 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






3. Suppliers inputs process outputs customers






4. Define measure analyse improve control






5. Plan Do Check Act






6. 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






7. 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






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






9. 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






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






11. 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?






12. 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






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






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






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






16. 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.






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






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






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






21. Enterprise Resource Planning eg SAP - JD Edwards






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






23. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






25. 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






26. 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






27. Ship - store - move - make - pack - distribute - store - sell - return - service






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






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






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






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






32. Vendor Managed Inventory






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






34. Plan Do Check Act






35. 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






36. 99.99966% good






37. Bill of materials






38. 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)






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






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






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






42. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






45. 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






46. 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






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






48. Cumulative trauma disorder






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






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