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






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






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






4. 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.






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






6. Visual description of an activity






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






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






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






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






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






12. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






14. 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)






15. Enterprise Resource Planning eg SAP - JD Edwards






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






17. 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






18. Plan Do Check Act






19. 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






20. 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






21. 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






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






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






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






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






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






27. Cumulative trauma disorder






28. Define measure analyse improve control






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






30. 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






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






32. 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






33. '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






34. Usually around 8-10%






35. 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






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






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






38. Minimum order quantity






39. Collaborative planning forecast replenishment -aka VMI






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






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






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






43. 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)






44. Vendor Managed Inventory






45. 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






46. 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?






47. Bill of materials






48. 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






49. 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






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