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






2. Plan Do Check Act






3. 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






4. 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






5. Usually around 8-10%






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






7. 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?






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






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






10. What's in it for me?






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






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






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






14. 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






15. 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






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






17. 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






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






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






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






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






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






23. Enterprise Resource Planning eg SAP - JD Edwards






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






25. 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






26. Collaborative planning forecast replenishment -aka VMI






27. Procurement - Manufacturing - Warehousing - Distribution - Customers






28. '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






29. 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






30. 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






31. 99.99966% good






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






33. 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






34. Change for the better - continuous improvement






35. Bill of materials






36. Define measure analyse improve control






37. Suppliers inputs process outputs customers






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






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






40. Material requisition planning






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






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






43. Minimum order quantity






44. 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






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






46. Plan Do Check Act






47. 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






48. Cumulative trauma disorder






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






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