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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. Material requisition planning
Deming cycle
Supply Chain Response Matrix
FIFO
MRP
2. What's in it for me?
TPM Total Productive Maintenance
Principles of lean thinking
Keiretsu
WIIFM
3. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Lean thinking goals
SMED
Supply chain management function
Defects waste
4. 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?
Theory of constraints
RCA Root cause analysis
Process cycle time or lead time
Visual management system
5. Usually around 8-10%
Andon light
Lean thinking goals
Demand amplification mapping
Weighted average cost of capital
6. The 4 ribs or bones are Man - Machine - Materials and Methods
WIIFM
Cause and effect (fishbone) diagram
CTD
PDCA
7. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
One piece flow
Work balancing
RCA Root cause analysis
Demand amplification mapping
8. Vendor Managed Inventory
VMI
Waiting waste
Principles of lean thinking
Flow
9. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Manufacture
Kaizen
RCA Root cause analysis
Flow
10. A set of businesses with interlocking business relationships and shareholdings
PDCA
Drum buffer rope
Production levelling
Keiretsu
11. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Demand flow technology
Transport waste
VMI
Spaghetti diagram
12. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Defects waste
Six sigma
Perfection
13. Averages both the volume and sequence of different model types
Motion waste
Production levelling
Overprocessing waste
Overproducing waste
14. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Perfection
Supply chain drivers
Product variation funnel
Drum buffer rope
15. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Right First Time
Defects waste
Lean thinking
Cause and effect (fishbone) diagram
16. 99.99966% good
Work balancing
Poka yoke
Six sigma
CPFR
17. Vertical y axis stock in days - Horizontal x axis Lead time in days
Hoshin planning
Perfection
Supply Chain Response Matrix
Standardised work
18. 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
Value stream map
Current state map
Spaghetti diagram
Right First Time
19. Collaborative planning forecast replenishment -aka VMI
CPFR
Demand amplification mapping
Lean supply chain
MRP
20. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Overprocessing waste
CANDO
Spaghetti diagram
Defects waste
21. The minimum number of parts - including units in machines - required to keep a cell or process moving
Work balancing
CPFR
Standard in-process inventory
PDCA
22. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
MOQ
Cycle time
Transport waste
Kaizen
23. 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
CTD
Demand amplification mapping
Keiretsu
24. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Supply chain
Cycle time
JIT Just in Time
Quality filter mapping
25. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Weighted average cost of capital
Supermarket
SMART
Value levels in an organisation
26. 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
Value levels in an organisation
Transport waste
Demand flow technology
FMEA
27. 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
TQRDCE
SMED
Demand amplification mapping
TPM Total Productive Maintenance
28. 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
TQRDCE
Overproducing waste
Supply chain
Kaizen rules
29. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Process cycle time or lead time
Value levels in an organisation
Lean thinking goals
VSM
30. 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
Lean supply chain
Lean thinking goals
MOQ
Inventory waste
31. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Traditional supply chain
Kaizen
Overprocessing waste
Value levels in an organisation
32. 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)
Perfection
MOQ
FIFO
Process cycle time or lead time
33. '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
Inventory turn
Supermarket
Demand amplification mapping
Supply Chain Management
34. Overall equipment effectiveness: availability x performance x quality yield measured in hours
OEE
Inventory turn
Kaizen
TQRDCE
35. Human foolproofing eg cannot insert 3-pin plug wrong way up
Inventory turn
Demand amplification mapping
Poka yoke
One piece flow
36. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
VSM
Supply chain
Lean thinking goals
37. Plan Do Check Act
JIT Just in Time
Flow
Work balancing
Deming cycle
38. Suppliers inputs process outputs customers
Takt time
Supply chain
Six sigma
SIPOC
39. Lean enterprise self assessment tool - proprietary MIT have to buy
Motion waste
Lean thinking
Project desirability matrix
LESAT
40. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Right First Time
Kaizen rules
Value creation framework (Murman 2002)
Value stream
41. Each step in process should be as close to Takt time as possible
Work balancing
Waiting waste
Transport waste
Kaizen rules
42. 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
FIFO
Lean thinking
Value creation framework (Murman 2002)
Hoshin planning
43. 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
Manufacture
FIFO
LESAT
JIT Just in Time
44. First in first out first piece of inventory required in an operating step is the one delivered first
ERP
FIFO
Principles of lean thinking
Project desirability matrix
45. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Work balancing
Demand amplification mapping
Supply chain variability factors
Transport waste
46. Procurement - Manufacturing - Warehousing - Distribution - Customers
VSM
Cause and effect (fishbone) diagram
Supply chain components
Visual management system
47. Factors that influence quality. Technology quality reliability delivery customer-service environment
Overprocessing waste
Poka yoke
TQRDCE
CPFR
48. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
One piece flow
VMI
Supply chain factors
Supply chain drivers
49. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Deming cycle
JIT Just in Time
Spaghetti diagram
50. 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
Waiting waste
Traditional supply chain
Value stream map
Andon light