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. Plan Do Check Act






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. Plan Do Check Act






4. 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






5. 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.






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






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






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






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






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






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






12. Bill of materials






13. Change for the better - continuous improvement






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






15. 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






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






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






18. 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






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






20. Minimum order quantity






21. Usually around 8-10%






22. 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)






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






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






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






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






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. 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






29. 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






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






31. 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






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






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






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






35. Cumulative trauma disorder






36. Visual description of an activity






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






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






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






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






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






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






43. 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






44. 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






45. Procurement - Manufacturing - Warehousing - Distribution - Customers






46. What's in it for me?






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






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






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






50. 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