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






2. Suppliers inputs process outputs customers






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






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






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






6. '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






7. What's in it for me?






8. 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






9. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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. 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






12. 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






13. 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)






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






15. 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






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






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






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. 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






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






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






22. 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






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






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






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






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






27. 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






28. 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






29. Plan Do Check Act






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






31. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs






32. 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






33. Plan Do Check Act






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






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






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






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






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






39. Enterprise Resource Planning eg SAP - JD Edwards






40. 99.99966% good






41. 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






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






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






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






45. 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






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






47. 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






48. 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






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






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