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






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






3. 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






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






5. Minimum order quantity






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






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






8. Visual description of an activity






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






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






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






12. 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.






13. Enterprise Resource Planning eg SAP - JD Edwards






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






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






16. 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






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






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






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






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






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






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






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






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






25. 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






26. What's in it for me?






27. 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






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






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






30. 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)






31. 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






32. Cumulative trauma disorder






33. 99.99966% good






34. 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






35. Vendor Managed Inventory






36. Usually around 8-10%






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






38. 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






39. Suppliers inputs process outputs customers






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






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






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






43. 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)






44. 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






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






46. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely






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






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






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






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