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






2. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






4. Status quo unacceptable - Put aside preconceptions - Find root causes to problems - Focus on process not people - Employees are the experts - Allow yourself the right to fail (yeuch)






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






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






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






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






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






10. Collaborative planning forecast replenishment -aka VMI






11. Bill of materials






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






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






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






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






16. '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






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






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






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






20. 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






21. Plan Do Check Act






22. 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






23. Vendor Managed Inventory






24. 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






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






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






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






28. Minimum order quantity






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






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






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






32. 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






33. 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






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






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






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






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






38. 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






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






40. Material requisition planning






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






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






43. 99.99966% good






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






45. 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






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






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






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






49. 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






50. Procurement - Manufacturing - Warehousing - Distribution - Customers