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. 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






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






3. 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






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






5. Cumulative trauma disorder






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






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






8. Collaborative planning forecast replenishment -aka VMI






9. 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






10. 99.99966% good






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






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






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






14. 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)






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






16. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






19. 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






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






21. 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






22. 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)






23. 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






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






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






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






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






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






29. Plan Do Check Act






30. Material requisition planning






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






32. 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






33. 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






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






35. 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






36. 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






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






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






39. Usually around 8-10%






40. 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






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






42. Plan Do Check Act






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






44. 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






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






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






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






48. 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






49. 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






50. 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