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






2. Change for the better - continuous improvement






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






4. Minimum order quantity






5. 99.99966% good






6. 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






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






8. 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






9. Usually around 8-10%






10. Replenishment signal that authorises activity or delivery of required materials. Initiated by consumption - only happens for good parts - using the cell triggers the pull - nothing produced or moved without signal - only the kanban quantity delivered






11. 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






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






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






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






15. Define measure analyse improve control






16. 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






17. 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






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






19. 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






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






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






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






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






24. 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






25. 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






26. Collaborative planning forecast replenishment -aka VMI






27. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






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






30. 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






31. 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






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






33. Material requisition planning






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






35. Vendor Managed Inventory






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






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






38. Visual description of an activity






39. 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






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






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






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






43. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






44. 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)






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






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






47. 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






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






49. Bill of materials






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







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