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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. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Transport waste
Manufacture
VMI
Defects waste
2. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
FIFO
Flow
JIT Just in Time
3. 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
VVCPP
Flow
Poka yoke
5S
4. Ship - store - move - make - pack - distribute - store - sell - return - service
Process cycle time or lead time
FIFO
Manufacture
Supply Chain Response Matrix
5. Plan Do Check Act
WIIFM
Overproducing waste
Deming cycle
Lean thinking
6. Averages both the volume and sequence of different model types
CTD
Standardised work
Production levelling
RCA Root cause analysis
7. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Modern supply chain
Lean implementation
Andon light
FIFO
8. First in first out first piece of inventory required in an operating step is the one delivered first
Lean supply chain elements
Overproducing waste
Manufacture
FIFO
9. Visual description of an activity
Poka yoke
SIPOC
Process mapping
Supply chain variability factors
10. Unevenness - Rocks in the stream - hidden by inventory
Kaizen blitz
WIIFM
Mura
Drum buffer rope
11. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Andon light
CTD
Visual management system
12. Focus on the biggest problem because it is the rate limiting step
Keiretsu
Theory of constraints
SMED
Lean thinking
13. '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
Kaizen rules
Overproducing waste
Value stream map
Supply Chain Management
14. Non value added time. The potential non-production time that can be eliminated from a process
Opportunity time
Lean supply chain elements
Demand amplification mapping
VMI
15. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Spaghetti diagram
Theory of constraints
Weighted average cost of capital
MRP
16. 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
Supply chain management function
SMART
TPM Total Productive Maintenance
Opportunity time
17. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Flow
SMART
Hoshin planning
Takt time
18. Try to defer variation - keep generic for as long as possible
Demand flow technology
Product variation funnel
Value stream map
TIM WOOD
19. Change for the better - continuous improvement
Supply chain variability factors
Kaizen
Demand amplification mapping
Demand amplification mapping
20. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Takt time
Quality filter mapping
Transport waste
21. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Demand amplification mapping
Supply chain factors
Project desirability matrix
Value creation framework (Murman 2002)
22. 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
Cycle time
Cellular flow
VSM
Standard in-process inventory
23. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
WIIFM
Logistics
Current state map
Standardised work
24. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
Lean thinking goals
Cause and effect (fishbone) diagram
SIPOC
25. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Defects waste
Demand amplification mapping
OEE
WIIFM
26. Suppliers inputs process outputs customers
PDCA
MOQ
Hoshin planning
SIPOC
27. The minimum number of parts - including units in machines - required to keep a cell or process moving
Work balancing
Standard in-process inventory
Lean supply chain
Visual management system
28. 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
Value creation framework (Murman 2002)
VSM
Cellular flow
Defects waste
29. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Keiretsu
Perfection
Traditional supply chain
Standard in-process inventory
30. 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
Demand flow technology
Quality filter mapping
Supply chain components
31. Enterprise Resource Planning eg SAP - JD Edwards
Kaizen blitz
ERP
Inventory turn
Manufacture
32. A set of businesses with interlocking business relationships and shareholdings
Supply chain
Waiting waste
Keiretsu
VMI
33. Material requisition planning
Project desirability matrix
MRP
CPFR
BOM
34. 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
Value stream
Standard in-process inventory
Lean implementation
Supply chain variability factors
35. 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
TIM WOOD
OEE
JIT Just in Time
ERP
36. 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
TQRDCE
Hoshin planning
Mura
SMART
37. Minimum order quantity
Process cycle time or lead time
Lean supply chain
Modern supply chain
MOQ
38. 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
Current state map
Quality filter mapping
VVCPP
5S
39. 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)
TIM WOOD
VVCPP
Supply Chain Response Matrix
Cause and effect (fishbone) diagram
40. 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
Traditional supply chain
Process mapping
FIFO
FMEA
41. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Value stream
Modern supply chain
Supply Chain Response Matrix
TIM WOOD
42. 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
TIM WOOD
Production levelling
VSM
Value creation framework (Murman 2002)
43. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Perfection
ERP
MRP
Flow
44. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Mura
Takt time
Lean thinking
Supply chain
45. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
BOM
One piece flow
WIIFM
TQRDCE
46. Vendor Managed Inventory
Lean supply chain elements
Lean implementation
MRP
VMI
47. Quantity of inventory against time showing batch size at different points
BOM
Demand amplification mapping
Defects waste
One piece flow
48. Human foolproofing eg cannot insert 3-pin plug wrong way up
JIT Just in Time
Poka yoke
Supply Chain Management
Supply chain variability factors
49. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
TQRDCE
Demand amplification mapping
Cycle time
Production levelling
50. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Demand amplification mapping
Kaizen
Value levels in an organisation
Defects waste