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. Short focused burst of activity used to complement Kaizen thinking






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






3. Vendor Managed Inventory






4. 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?






5. Define measure analyse improve control






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






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






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






9. Collaborative planning forecast replenishment -aka VMI






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






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






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






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






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






15. Plan Do Check Act






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






17. Visual description of an activity






18. 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






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






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






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






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






23. 99.99966% good






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






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






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






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. 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






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






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






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






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






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






34. 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






35. 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






36. 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






37. 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






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






39. 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






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






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






42. 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)






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






44. Change for the better - continuous improvement






45. Procurement - Manufacturing - Warehousing - Distribution - Customers






46. 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






47. Suppliers inputs process outputs customers






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






49. Usually around 8-10%






50. 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