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






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






3. Visual description of an activity






4. Plan Do Check Act






5. 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?






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






7. Suppliers inputs process outputs customers






8. '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






9. 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






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






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






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






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






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






15. 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






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






17. 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






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






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






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






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






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






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






24. Minimum order quantity






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






26. 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






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






28. Define measure analyse improve control






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






30. 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






31. 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)






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






33. 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






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






35. 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






36. Change for the better - continuous improvement






37. 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






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






39. 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






40. Procurement - Manufacturing - Warehousing - Distribution - Customers






41. Material requisition planning






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






43. What's in it for me?






44. 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






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






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






47. 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






48. Bill of materials






49. 99.99966% good






50. 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