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. 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






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






3. 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






4. Visual description of an activity






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






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






7. 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






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






9. 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






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






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






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






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






14. Cumulative trauma disorder






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






16. What's in it for me?






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






18. 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






19. Suppliers inputs process outputs customers






20. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






22. 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






23. 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






24. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






27. 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






28. Bill of materials






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






30. Factors that influence quality. Technology quality reliability delivery customer-service environment






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






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






33. 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






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






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






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






37. 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)






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






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






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






41. 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






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






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






44. Plan Do Check Act






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






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






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






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






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






50. Enterprise Resource Planning eg SAP - JD Edwards