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






2. 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






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






4. What's in it for me?






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






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






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






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






9. 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






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






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






12. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






13. 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






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






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






16. 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






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






18. More work effort than necessary eg reviews - reports - cc-ing emails. Caused by lack of communication - teamwork - inappropriate decision making. Solved by focussing on customer value. - 5S - Value stream map - Whys RCA - PDCA






19. Vendor Managed Inventory






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






21. Superset of process map - icons that allow capture of info / easy to understand - captures both material and information flow - identifies key info to prioritise what improvement actions should be initiated






22. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






24. 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






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






26. '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






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






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






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






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






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






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






33. 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






34. Define measure analyse improve control






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






36. 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)






37. Minimum order quantity






38. Material requisition planning






39. 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?






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






41. Bill of materials






42. Throw out old fixed ideas on how to do things - No blame - treat others as you want to be treated - Think positive - don't say you can't - Don't wait for perfection - 50% improvement now is fine - Correct mistakes as son as they are found - Don't sub






43. Usually around 8-10%






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. A set of businesses with interlocking business relationships and shareholdings






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






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






48. Enterprise Resource Planning eg SAP - JD Edwards






49. Plan Do Check Act






50. Cumulative trauma disorder