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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. Change for the better - continuous improvement






2. 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






3. 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






4. What's in it for me?






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






6. 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






7. 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






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






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






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






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






12. 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






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






14. Vendor Managed Inventory






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






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






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






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






19. 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






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






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






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






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






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






25. Enterprise Resource Planning eg SAP - JD Edwards






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






27. Suppliers inputs process outputs customers






28. 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?






29. Material requisition planning






30. 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






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






32. 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






33. 99.99966% good






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






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






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






38. 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






39. 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






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






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






42. Visual description of an activity






43. 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






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






45. Define measure analyse improve control






46. 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






47. 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






48. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too






49. 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.






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







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