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






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






3. 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?






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






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






6. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






7. Plan Do Check Act






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






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






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






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






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






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






14. 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






15. 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






16. 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






17. 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






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






19. 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






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






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






22. How long it takes to use all the stock that you have usually per year eg annual cost of sales over value of current inventory. It's a bigger number if you keep less of the stock that's used






23. 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.






24. 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






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






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






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






28. Bill of materials






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






30. 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






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






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






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






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






35. 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






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






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






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






39. 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






40. Collaborative planning forecast replenishment -aka VMI






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






42. '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






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






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






45. The 4 ribs or bones are Man - Machine - Materials and Methods






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






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






48. Cumulative trauma disorder






49. Define measure analyse improve control






50. Vendor Managed Inventory