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. A set of businesses with interlocking business relationships and shareholdings






2. 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






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






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






5. 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






6. Lean enterprise self assessment tool - proprietary MIT have to buy






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






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






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






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






11. 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






12. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process






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






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






15. 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






16. 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






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






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






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






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






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






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






23. 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






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






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






26. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






28. 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






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






30. Plan Do Check Act






31. 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?






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






33. Suppliers inputs process outputs customers






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






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






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






37. What's in it for me?






38. 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)






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






40. 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






41. Material requisition planning






42. 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.






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






44. Minimum order quantity






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






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






47. Bill of materials






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






49. '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






50. 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