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. 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






2. 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)






3. Minimum order quantity






4. Collaborative planning forecast replenishment -aka VMI






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






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






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






8. 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






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






10. 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






11. 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






12. Change for the better - continuous improvement






13. 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






14. 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






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






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






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






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






19. Material requisition planning






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






21. Enterprise Resource Planning eg SAP - JD Edwards






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






23. Procurement - Manufacturing - Warehousing - Distribution - Customers






24. 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






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






26. Plan Do Check Act






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






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






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






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






31. 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






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






33. Bill of materials






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






35. 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






36. Suppliers inputs process outputs customers






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






38. 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






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






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






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






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






43. '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






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






45. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban






46. 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






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






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






49. 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






50. 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