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. Bringing people closer together for communication - One cell per product family - Bring together all the machines - Select appropriate tools - Aim is to have them independent - Train - balance workload - Reduce space and flow difference






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






3. 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






4. 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






5. 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






6. 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






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






8. Collaborative planning forecast replenishment -aka VMI






9. 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






10. Vendor Managed Inventory






11. Bill of materials






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. 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






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






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






16. 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






17. Minimum order quantity






18. Material requisition planning






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






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






21. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






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






24. What's in it for me?






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






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






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






28. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






31. Plan Do Check Act






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






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






34. Plan Do Check Act






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






36. 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






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






38. 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)






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






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






41. 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






42. 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






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






44. 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






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






46. Usually around 8-10%






47. Visual description of an activity






48. Cumulative trauma disorder






49. 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.






50. 99.99966% good