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. 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)






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






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






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






5. 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






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






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






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






9. 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






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






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






12. Plan Do Check Act






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






14. 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.






15. 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






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






17. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






18. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






20. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






22. 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






23. 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






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. Define measure analyse improve control






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






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






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






29. 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






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






31. Bringing people closer together for communication - One cell per product family - Bring together all the machines - Select appropriate tools - Aim is to have them independent - Train - balance workload - Reduce space and flow difference






32. 99.99966% good






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






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






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






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






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






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






40. Material requisition planning






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






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






43. Visual description of an activity






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






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






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






47. 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






48. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






49. Enterprise Resource Planning eg SAP - JD Edwards






50. Plan Do Check Act