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. What's in it for me?






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






3. Material requisition planning






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






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






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






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






8. 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






9. 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






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






11. 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






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






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






15. 99.99966% good






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






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






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






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






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






21. Bill of materials






22. Vendor Managed Inventory






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






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






25. 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






26. 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.






27. Enterprise Resource Planning eg SAP - JD Edwards






28. Cumulative trauma disorder






29. 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)






30. Plan Do Check Act






31. Usually around 8-10%






32. 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?






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






34. 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






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






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






37. 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






38. 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






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






40. Change for the better - continuous improvement






41. Plan Do Check Act






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






43. Suppliers inputs process outputs customers






44. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time






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






46. 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






47. 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






48. Define measure analyse improve control






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






50. Collaborative planning forecast replenishment -aka VMI