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. Cumulative trauma disorder






2. Plan Do Check Act






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






4. 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?






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






6. Vertical y axis stock in days - Horizontal x axis Lead time in days






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






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






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






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






11. 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






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






13. 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






14. 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






15. Human foolproofing eg cannot insert 3-pin plug wrong way up






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






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






18. 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






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






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






21. Usually around 8-10%






22. 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






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






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






26. 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






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






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






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






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






31. Enterprise Resource Planning eg SAP - JD Edwards






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






33. Factors that influence quality. Technology quality reliability delivery customer-service environment






34. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






35. 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






36. 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.






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






38. Minimum order quantity






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






40. What's in it for me?






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






42. 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






43. Plan Do Check Act






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






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






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






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






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






49. Visual description of an activity






50. Bill of materials