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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. 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






2. Change for the better - continuous improvement






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






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






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






6. 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






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






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






9. 99.99966% good






10. Plan Do Check Act






11. 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






12. Vendor Managed Inventory






13. 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






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






15. 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






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






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






18. Cumulative trauma disorder






19. What's in it for me?






20. Enterprise Resource Planning eg SAP - JD Edwards






21. Plan Do Check Act






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






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






24. 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






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






26. 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






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






28. 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






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






30. 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






31. Suppliers inputs process outputs customers






32. 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






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






34. Collaborative planning forecast replenishment -aka VMI






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






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






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






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






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






40. '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






41. Usually around 8-10%






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






43. 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






44. Bill of materials






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






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






47. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






48. Visual description of an activity






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






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







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