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. 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






2. 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






3. Vendor Managed Inventory






4. What's in it for me?






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






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






7. Change for the better - continuous improvement






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






9. 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






10. 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






11. Cumulative trauma disorder






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






13. Suppliers inputs process outputs customers






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






15. 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






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






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






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






19. Define measure analyse improve control






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






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






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






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






24. 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






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






26. 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






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






28. Plan Do Check Act






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






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






31. 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






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






33. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






35. All activities associated with a product from raw material to final customer.






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






37. 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






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






39. 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






40. '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






41. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






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






45. Material requisition planning






46. Usually around 8-10%






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






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






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






50. 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