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. 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






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






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






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






5. 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






6. 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)






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






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






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






10. Bill of materials






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






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






13. Change for the better - continuous improvement






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






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






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






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






18. What's in it for me?






19. 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






20. Minimum order quantity






21. 99.99966% good






22. Cumulative trauma disorder






23. Suppliers inputs process outputs customers






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






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






26. 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?






27. 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






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






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






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






31. Value (what customer will pay for - ask them)- Value Stream (all processes that add value) - Continuous Flow (linking - avoid stagnation) - Pull (demand - nothing produced until signalled for) - Perfection (an ideal)






32. Usually around 8-10%






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






34. 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






35. Vendor Managed Inventory






36. Visual description of an activity






37. 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






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






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






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






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






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






43. Collaborative planning forecast replenishment -aka VMI






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






45. Material requisition planning






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






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






48. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects






49. 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






50. 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