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. What's in it for me?






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






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






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






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






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






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






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






9. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs






10. 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)






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






12. Change for the better - continuous improvement






13. 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






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






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






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






17. 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






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






19. Plan Do Check Act






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






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






22. 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?






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






24. 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






25. 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






26. Define measure analyse improve control






27. 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






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






29. 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






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






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






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






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






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






35. Plan Do Check Act






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






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






38. Quantity of inventory against time showing batch size at different points






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






40. 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






41. 99.99966% good






42. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






46. 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)






47. Vertical y axis stock in days - Horizontal x axis Lead time in days






48. Enterprise Resource Planning eg SAP - JD Edwards






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






50. Suppliers inputs process outputs customers