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






2. Plan Do Check Act






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






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






5. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






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






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






8. 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






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






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






11. 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






12. Minimum order quantity






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






14. Usually around 8-10%






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






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






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






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






19. 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






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






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






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






23. 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.






24. 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






25. '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






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






27. More information or material than process needs eg unnecessary files - long equipment setup - poor communication with suppliers. Minimum order quantities adjustments. - Reduce batch size - 5S - Load levelling - Pull system eg Kanban






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






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






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






32. Enterprise Resource Planning eg SAP - JD Edwards






33. Vendor Managed Inventory






34. 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






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






36. Material requisition planning






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






38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






39. Collaborative planning forecast replenishment -aka VMI






40. Visual description of an activity






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






42. Define measure analyse improve control






43. Change for the better - continuous improvement






44. 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?






45. Procurement - Manufacturing - Warehousing - Distribution - Customers






46. 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






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






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






49. 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






50. 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