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






2. Change for the better - continuous improvement






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






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






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






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






7. Collaborative planning forecast replenishment -aka VMI






8. 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)






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






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






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






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






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






14. 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






15. 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






16. 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?






17. Visual description of an activity






18. Cumulative trauma disorder






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. Try to defer variation - keep generic for as long as possible






21. Enterprise Resource Planning eg SAP - JD Edwards






22. 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






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






24. 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






25. Material requisition planning






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






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






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






29. Suppliers inputs process outputs customers






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






31. 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.






32. 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)






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






34. 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






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






36. Minimum order quantity






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






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






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






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






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






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






43. 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






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






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






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






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






49. 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






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