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. Suppliers inputs process outputs customers






2. 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






3. What's in it for me?






4. 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






5. 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






6. Define measure analyse improve control






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






8. 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






9. 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






10. 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






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






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






13. Structured methodology of sequence of activities aimed at removing waste by improving organisation - visual communication and overall cleanliness. Sort - keep only what you need Set in Order - A place for everything and everything in its place Sh






14. Bill of materials






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






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






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






18. 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






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






20. 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)






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






22. Visual description of an activity






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






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






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






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






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






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






29. Usually around 8-10%






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






31. 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






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






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






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






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






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






37. Vendor Managed Inventory






38. Change for the better - continuous improvement






39. Plan Do Check Act






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






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






42. 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






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






44. 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






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






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






47. 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






48. 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






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






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