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






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






3. 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






4. 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






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






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






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






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






9. 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






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






11. Plan Do Check Act






12. 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






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






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






15. 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






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






17. 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






18. 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.






19. 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






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






21. 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






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






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






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






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






26. Define measure analyse improve control






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






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






29. Vendor Managed Inventory






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






31. 'A process-orientated - integrated approach to buying - making and moving products and services to customers. SCM as a broad scope includes sub-suppliers - suppliers - internal operations - trade customers and end users.' MIT






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






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






34. Change for the better - continuous improvement






35. Bill of materials






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






37. Material requisition planning






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






39. Plan Do Check Act






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






41. 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






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






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






44. 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






45. 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?






46. Visual description of an activity






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






48. Usually around 8-10%






49. 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






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