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






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






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






4. Usually around 8-10%






5. 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






6. 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






7. 99.99966% good






8. 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






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






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






11. Visual description of an activity






12. '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






13. Plan Do Check Act






14. What's in it for me?






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






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






18. Ship - store - move - make - pack - distribute - store - sell - return - service






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






20. 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






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






22. 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






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






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






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






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






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






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






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






31. 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






32. 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






33. Material requisition planning






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






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






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






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






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






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






41. Suppliers inputs process outputs customers






42. 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






43. Change for the better - continuous improvement






44. Collaborative planning forecast replenishment -aka VMI






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






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






47. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






49. 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






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







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Can you answer 50 questions in 15 minutes?


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