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






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






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






4. 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)






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






6. Minimum order quantity






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






8. 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.






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






10. Vendor Managed Inventory






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






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






13. 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






14. Plan Do Check Act






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






16. Procurement - Manufacturing - Warehousing - Distribution - Customers






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






18. Bill of materials






19. Collaborative planning forecast replenishment -aka VMI






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






21. 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






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






23. 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






24. Change for the better - continuous improvement






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






26. Visual description of an activity






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






28. 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






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






30. Suppliers inputs process outputs customers






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






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






33. 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






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






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






36. 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?






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






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






39. Usually around 8-10%






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






41. 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






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






43. A set of businesses with interlocking business relationships and shareholdings






44. 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






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






46. 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






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






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






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






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