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






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






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






4. 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






5. 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






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






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






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






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






10. '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






11. Vendor Managed Inventory






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






13. Suppliers inputs process outputs customers






14. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






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






19. 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






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






21. 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.






22. Enterprise Resource Planning eg SAP - JD Edwards






23. 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






24. 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?






25. Plan Do Check Act






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






27. 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






28. Bill of materials






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






30. Define measure analyse improve control






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






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






33. 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






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






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






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






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






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






39. 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






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






41. Material requisition planning






42. 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






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






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






45. Visual description of an activity






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






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






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






49. What's in it for me?






50. 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







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Can you answer 50 questions in 15 minutes?


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