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. Change for the better - continuous improvement






2. 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






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






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






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






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






7. 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






8. 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






9. 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)






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






11. Vendor Managed Inventory






12. 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






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






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






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






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






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






18. Suppliers inputs process outputs customers






19. Material requisition planning






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






21. 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






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






23. Visual description of an activity






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






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






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






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






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






29. 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?






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






31. Cumulative trauma disorder






32. 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






33. 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






34. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs






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






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






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






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






39. 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)






40. Plan Do Check Act






41. 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






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






43. 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






44. 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.






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






46. 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






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






48. Define measure analyse improve control






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






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