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






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






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






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






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






7. '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






8. Plan Do Check Act






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






10. 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






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






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






14. Minimum order quantity






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






16. 99.99966% good






17. 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






18. Enterprise Resource Planning eg SAP - JD Edwards






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






20. 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)






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






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






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






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






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






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






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






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






29. Bill of materials






30. 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






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






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






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






35. Material requisition planning






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






37. 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






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






39. 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






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






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






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






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






44. 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






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






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






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






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






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






50. Visual description of an activity