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Test your basic knowledge |
Lean Supply Chain
Start Test
Study First
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. Collaborative planning forecast replenishment -aka VMI
Kaizen rules
Right First Time
MRP
CPFR
2. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
TPM Total Productive Maintenance
CPFR
Overproducing waste
Drum buffer rope
3. Define measure analyse improve control
Kaizen rules
Cycle time
DMAIC
Waiting waste
4. Plan Do Check Act
Overprocessing waste
Spaghetti diagram
WIIFM
Deming cycle
5. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Kaizen
VVCPP
Value stream
ERP
6. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Defects waste
VSM
Value levels in an organisation
TQRDCE
7. 1. Value Proposition - it is easy to identify stakeholders - it is very difficult to understand what provides value to stakeholders 2. Value Identification - structure value streams based on the stakeholders' value propositions so that people - g
Poka yoke
Value creation framework (Murman 2002)
Perfection
ERP
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.
Mura
LESAT
Drum buffer rope
Manufacture
9. Visual description of an activity
SMART
Process mapping
Value creation framework (Murman 2002)
Lean thinking
10. 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
Supply chain drivers
Weighted average cost of capital
MOQ
Demand flow technology
11. 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
Supermarket
Kaizen rules
DMAIC
FMEA
12. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Quality filter mapping
Work balancing
Supermarket
Cause and effect (fishbone) diagram
13. Plan Do Check Act
Traditional supply chain
PDCA
Process cycle time or lead time
Cellular flow
14. 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
Standardised work
Overprocessing waste
CTD
5S
15. 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
Supply chain drivers
Modern supply chain
Demand flow technology
Current state map
16. Ho - direction - Shin - needle - Strategic direction rippled down to all in organisation - Focus attention on corporate direction - Align activity to support - Integrate with daily activity of staff - Structured review of progress - Based on mgmt by
Hoshin planning
Andon light
CPFR
Waiting waste
17. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
LESAT
Inventory waste
Lean thinking goals
DMAIC
18. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
5S
Andon light
CANDO
Spaghetti diagram
19. What's in it for me?
WIIFM
Value levels in an organisation
Kaizen
Inventory turn
20. 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
Supply chain variability factors
Cellular flow
Inventory turn
Standard in-process inventory
21. The minimum number of parts - including units in machines - required to keep a cell or process moving
BOM
FIFO
Supply chain drivers
Standard in-process inventory
22. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
BOM
Overproducing waste
Overprocessing waste
23. Unevenness - Rocks in the stream - hidden by inventory
Kaizen
Lean supply chain
Mura
VVCPP
24. Minimum order quantity
MOQ
Demand amplification mapping
SMED
Cellular flow
25. 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
5S
Spaghetti diagram
Supply chain
Overprocessing waste
26. 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
Production levelling
Lean implementation
Supply chain drivers
Principles of lean thinking
27. Focus on the biggest problem because it is the rate limiting step
Theory of constraints
Project desirability matrix
Process mapping
Cause and effect (fishbone) diagram
28. Vendor Managed Inventory
MRP
VMI
TPM Total Productive Maintenance
Production levelling
29. '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
Supply Chain Management
Standardised work
Hoshin planning
Lean thinking
30. 99.99966% good
Visual management system
Six sigma
Quality filter mapping
Value stream
31. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Keiretsu
Cellular flow
Flow
Opportunity time
32. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv
Supply Chain Response Matrix
Overproducing waste
JIT Just in Time
Supply Chain Management
33. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
CTD
Value levels in an organisation
Inventory turn
Supply chain management function
34. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Supply chain factors
Value stream
CANDO
Waiting waste
35. Try to defer variation - keep generic for as long as possible
TQRDCE
Lean thinking goals
Product variation funnel
Work balancing
36. Vertical y axis stock in days - Horizontal x axis Lead time in days
PDCA
ERP
Supply Chain Response Matrix
Cycle time
37. First in first out first piece of inventory required in an operating step is the one delivered first
SMART
Lean thinking goals
FIFO
OEE
38. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Lean supply chain
Overprocessing waste
Inventory waste
CTD
39. Ship - store - move - make - pack - distribute - store - sell - return - service
Theory of constraints
TQRDCE
Flow
Manufacture
40. All activities associated with a product from raw material to final customer.
Production levelling
Kaizen blitz
CTD
Supply chain
41. Each step in process should be as close to Takt time as possible
Work balancing
Supply chain factors
ERP
Weighted average cost of capital
42. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Demand amplification mapping
SIPOC
Demand flow technology
Lean supply chain elements
43. 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
Value stream map
Kanban
Kaizen rules
Lean supply chain elements
44. 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)
Mura
Value stream map
Weighted average cost of capital
Perfection
45. Value left axis -Success probability right axis - height of bar shows effort involved?
Quality filter mapping
Traditional supply chain
SIPOC
Project desirability matrix
46. Visual 'call for help' system - means a Japanese paper lantern
Andon light
Visual management system
FMEA
Overprocessing waste
47. A set of businesses with interlocking business relationships and shareholdings
Work balancing
Weighted average cost of capital
5S
Keiretsu
48. 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
VSM
Supply chain management function
Right First Time
PDCA
49. 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
BOM
FMEA
Supply Chain Management
Inventory waste
50. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Standard in-process inventory
Kaizen
SMED
Takt time