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. 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






2. 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






3. 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






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






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






6. 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






7. 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






8. Vendor Managed Inventory






9. Suppliers inputs process outputs customers






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






11. 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






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






13. Enterprise Resource Planning eg SAP - JD Edwards






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






15. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






17. Material requisition planning






18. 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






19. 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)






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






21. Define measure analyse improve control






22. Plan Do Check Act






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






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






25. Cumulative trauma disorder






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






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






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






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






30. Minimum order quantity






31. 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






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






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






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






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






36. 99.99966% good






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






38. Bill of materials






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






40. 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






41. 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






42. 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






43. 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






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






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






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






47. Change for the better - continuous improvement






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






49. Procurement - Manufacturing - Warehousing - Distribution - Customers






50. 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