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. 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






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






3. 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






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






5. 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?






6. Minimum order quantity






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






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






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






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






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






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






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






14. 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






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






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






17. 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






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






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






20. Material requisition planning






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






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






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






24. 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






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






26. 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






27. Collaborative planning forecast replenishment -aka VMI






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






29. '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






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






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






33. 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






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






35. Define measure analyse improve control






36. 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.






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






38. 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






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






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






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






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






43. Plan Do Check Act






44. Usually around 8-10%






45. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






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






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