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






2. 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






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






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






5. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






8. Plan Do Check Act






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






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






11. 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?






12. 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






13. 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






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






15. 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






16. 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






17. Collaborative planning forecast replenishment -aka VMI






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






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






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






21. 99.99966% good






22. 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






23. 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)






24. 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






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






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






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






28. What's in it for me?






29. 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






30. Visual description of an activity






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






32. '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






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






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






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






36. Cumulative trauma disorder






37. Suppliers inputs process outputs customers






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






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






40. 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






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. 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






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






44. Enterprise Resource Planning eg SAP - JD Edwards






45. 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






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






47. 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.






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






49. 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






50. Bill of materials