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. 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






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






3. 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






4. Suppliers inputs process outputs customers






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






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






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






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






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






10. Plan Do Check Act






11. 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






12. Includes both va and nva activities unlike cycle time which is only the va activities. Confused by this. Processing time seems = VA activities. Process cycle is different?






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






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






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






16. 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






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






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






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






20. Visual description of an activity






21. 99.99966% good






22. 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)






23. 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






24. 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






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






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






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






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






29. Change for the better - continuous improvement






30. Vendor Managed Inventory






31. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






32. 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






33. What's in it for me?






34. Enterprise Resource Planning eg SAP - JD Edwards






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






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






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






38. 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






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






40. 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






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






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






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






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






45. Collaborative planning forecast replenishment -aka VMI






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






47. Procurement - Manufacturing - Warehousing - Distribution - Customers






48. 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






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






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