fundamental challenges in managing effective supply chains
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fundamental challenges in managing effective supply chains
Multiple Choice
- There are fundamental challenges in managing effective supply chains (those activities that largely affect a company’s COGS and working capital deployed). The effective supply chain manager must recognize then lead the way through these challenges. The best explanation of the challenges is:
- Trying to understand true Customer Expected Lead Time (CELT) and effort to make supply chains more responsive
- Trying to change production mindsets from push to pull while illuminating muda.
- Trying to make the purchase of milk more Make-to-Order
- Use techniques like postponement and vendor managed inventory to shift inventory holding responsibility from our balance sheet to another supply chain partner
- Identifying the adjectives that describe potential supply chain segments then implementing them throughout the company.
- Why is this model below described euphemistically as the “Guess-Buy-Make-Move-and Sell-at-a-Discount” model in supply chain parlance? Select the BEST answer.
- Because its dependent on a forecast that is usually wrong
- Because it’s based in a presumption that all customers do not plan for a purchase and when they do want something, they want it NOW!
- It’s the same as describing a Push or Make to Stock model
D A&B
- All of the above
- A methodology for designing error-proofing into process design to help humans make less mistakes is called:
- Pull-signal
- Kaisen
- Poka-yoke
- Kanban
- Andon
- The reason we say that the “best Kanban is no Kanban” in process design is:
- Kanbans are difficult to place and create effective rules for
- Kanbans are used to create balance between two asynchronous processes through use of limited Work in Process (WIP) inventory. No Kanban means the two processes are “naturally” synchronized.
- WIP in Kanbans is a form of waste because inventory is not your friend.
- Voice of the Customer “takt-time” should be met rather than running as fast as the process will go.
- A Kanban signal has too many variations (light, floor space, cards, etc.) so best to use something that is more fool-proof.
If catching a bus to get a rental car is scheduled every 15 minutes from the curb outside United (my typical airline) and I arrive (as I always seem to do) one minute after the last bus takes off … what is Hertz generally saying about the frequency of their schedule by coming every 15 minutes?
- What is the difference between takt time and capacity?
- One states the Voice of the Customer and the other the Voice of the Process
- One states the run-speed capability of a process and one states the rate at which customers needs product to come through a production process
- Takt time is only relevant in lean/JIT environments, capacity is applicable in all settings
- Capacity is something measured and purported by manufacturing companies, takt time is measured and purported by distribution companies
- If Takt time was discussed in question 5, what of the following best describes the Voice of the Process.
- The Punch Press has one speed and can run at 1500 pieces an hour
- Mary can contribute to the assembly in lines 1,2, or 3.
- We have 4 package strapping machines
- We have 1 pressure bomb that can handle as little as 10 units and as many as a 2-day’s supply.
- We can rent extra solder equipment from a contractor for $15/hr.
- Examples of descriptors used to characterize demand profiles include which of the following EXCEPT:
- Lead Time (Production)
- Lead Time (Customer Expected)
- Time Definite
- North American Division
- They all are appropriate descriptors to help characterize demand profiles
- Look at below excerpt from a bus schedule. Note the workflow describing the production sequence (Not step-by-step sequential. Step 1 is added to output from steps 2 and 3 working sequentially). The Takt Time is 1.73 min/unit. Should there be a kanban between Front Shell #1 (process step #1) and Front Shell #2 (process step #3)? The process makes 1 unit at a time as indicated in the first column of the bus schedule. If there should be kanban, how should it be sized?
- Yes, size should be 1 unit.
- Yes, size should be 2 units.
- Yes, size should be 3 units.
- Yes, size should be 4 units.
- No Kanban is needed.
- The setup time for a piece of manufacturing equipment to change from one product to another has been reduced in a process improvement project from 2 hours to 1 hour. The next step for those interested in implementing a lean environment is to:
- increase the amount of product run during production time
- Reduce the WIP inventory waiting on the equipment
- Investigate replacing the equipment for something that runs faster
- Ask Accounting to reduce the cost of fixed capital allocated
- Schedule twice as many SKUs through the equipment
- So its April. Macy’s makes a semi-annual trip to Schenzhen, China to work with suppliers to place clothing orders for the fall-winter line to come out later in the year. Buyers know that the trip is designed to address a number of challenges between Macy’s and the contract manufacturers but the primary agenda is to provide a detailed, piece-by-piece, forecast of the number and sizes needed across several styles and manufacturers. Macy’s has been bitten before by making forecasts this early … short on best sellers and overstocks on less popular items. Which of the following changes to the process might be helpful in getting more accurate demand data for production planning this year?
- Instead of providing demand estimates piece by piece (number and size) … ask for demand by product family (e.g., women’s professional suit blouses vs detailed forecasts for long-sleeve, short-sleeve, sleeveless, and shells).
- Suggest that the contract manufacturer stop offering incentives to order 5 months ahead of needed stock on shelves (what are you…NUTS?)
- Place double orders on items that sold very well last year so we’re not caught short again when the contract manufacturer puts us on allocation as they did last year on popular items
- Go back to Macy’s design and procurement groups to see what can be done to improve the rate at which new products are designed, produced, and distributed so that we can estimate demand closer to the seasons and trends desired currently.
- All of the above
- Some but not all the above … the ones I like best are ______________
Tell me why you picked your answer:
- Given now what you know a bit about segmented supply chains, what two models from the Simchi-Levi 2X2 diagram below would you choose as candidates for segmented supply chains to support Little Caesars regular (phone/online order) and “hot and ready” pizza offerings.
- A&B
- A&C
- B&C
- B&D
- C&D
S
U
P
P
L
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E
R
C
U
S
T
O
M
E
R
Plan
Buy
Make
Move
Sell
Strategy
TIME
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