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. 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






2. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke






3. Define measure analyse improve control






4. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv






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






6. Minimum order quantity






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






8. 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






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






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






11. Plan Do Check Act






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






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






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






15. 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






16. Bill of materials






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






18. 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?






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






20. Enterprise Resource Planning eg SAP - JD Edwards






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






22. Collaborative planning forecast replenishment -aka VMI






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






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






25. 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






26. 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






27. 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






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






29. Factors that influence addition of value: technology quality reliability delivery customer service and environment






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






31. 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)






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






33. 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






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






35. 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






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






37. Change for the better - continuous improvement






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






39. Suppliers inputs process outputs customers






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






41. 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






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






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






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






45. 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






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






48. 99.99966% good






49. Cumulative trauma disorder






50. Vendor Managed Inventory