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. 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






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






5. Material requisition planning






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






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






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






9. '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






10. 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






11. Collaborative planning forecast replenishment -aka VMI






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






13. 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






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






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






16. 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






17. 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






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






19. 99.99966% good






20. 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






21. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






24. 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






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






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






27. 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






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






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






30. Usually around 8-10%






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






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






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






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






35. What's in it for me?






36. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






38. 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






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






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






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






42. 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






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






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






45. 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






46. 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






47. 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






48. Change for the better - continuous improvement






49. Enterprise Resource Planning eg SAP - JD Edwards






50. Plan Do Check Act