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






2. 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






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






4. Bill of materials






5. 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






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






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






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






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






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






11. 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






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






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






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






15. 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






16. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance






17. 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)






18. 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






19. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






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






23. Vendor Managed Inventory






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






25. Visual description of an activity






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






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






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






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






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






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






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






33. 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






34. 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






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






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






37. Suppliers inputs process outputs customers






38. 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






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






40. 99.99966% good






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






42. 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






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






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






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






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






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






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






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






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