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






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






3. Suppliers inputs process outputs customers






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






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






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






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






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






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






10. 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)






11. 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






12. 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






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






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






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. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






20. 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.






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






22. 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






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






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






25. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures






26. 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






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






28. 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






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






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






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






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






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






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






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






36. Vendor Managed Inventory






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






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






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






40. 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






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






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






43. Collaborative planning forecast replenishment -aka VMI






44. '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






45. Define measure analyse improve control






46. 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






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






48. Bill of materials






49. 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






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