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






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






4. Change for the better - continuous improvement






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






6. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






10. 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






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






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






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






15. Unevenness - Rocks in the stream - hidden by inventory






16. Plan Do Check Act






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






18. 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






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






20. 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






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






22. 99.99966% good






23. 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






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






25. '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






26. Minimum order quantity






27. 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






28. Define measure analyse improve control






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






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






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






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






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






34. 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






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






36. Procurement - Manufacturing - Warehousing - Distribution - Customers






37. Collaborative planning forecast replenishment -aka VMI






38. 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






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






40. 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






41. 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?






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






43. Bill of materials






44. Usually around 8-10%






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






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






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






48. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






49. 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






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