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. Bill of materials






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






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






5. 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






6. Visual description of an activity






7. Procurement - Manufacturing - Warehousing - Distribution - Customers






8. 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






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






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






11. Plan Do Check Act






12. 99.99966% good






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






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






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






16. Collaborative planning forecast replenishment -aka VMI






17. Define measure analyse improve control






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






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






20. 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






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






22. 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)






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






24. Material requisition planning






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






26. 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






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






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






29. 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






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






31. 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.






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






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






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






35. Vendor Managed Inventory






36. 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






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






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






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






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






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






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






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






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






45. 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






46. Superset of process map - icons that allow capture of info / easy to understand - captures both material and information flow - identifies key info to prioritise what improvement actions should be initiated






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






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






49. Suppliers inputs process outputs customers






50. Minimum order quantity