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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. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Visual management system
Inventory waste
Waiting waste
TQRDCE
2. 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
Demand amplification mapping
CTD
Defects waste
Kanban
3. The minimum number of parts - including units in machines - required to keep a cell or process moving
Standard in-process inventory
FMEA
TIM WOOD
Transport waste
4. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Inventory waste
VMI
Defects waste
Cycle time
5. Minimum order quantity
Supply chain drivers
Current state map
JIT Just in Time
MOQ
6. Quantity of inventory against time showing batch size at different points
CANDO
DMAIC
LESAT
Demand amplification mapping
7. 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
Kaizen rules
Process mapping
Overprocessing waste
Supply Chain Response Matrix
8. 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
Traditional supply chain
Transport waste
Supermarket
VSM
9. 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
WIIFM
Hoshin planning
CTD
Mura
10. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Motion waste
Takt time
TPM Total Productive Maintenance
Visual management system
11. 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
Lean thinking goals
Modern supply chain
SIPOC
FMEA
12. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Supply chain management function
Lean thinking
Theory of constraints
Process mapping
13. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Deming cycle
Keiretsu
BOM
Traditional supply chain
14. Each step in process should be as close to Takt time as possible
WIIFM
Work balancing
SIPOC
Process mapping
15. Non value added time. The potential non-production time that can be eliminated from a process
Hoshin planning
Cellular flow
Demand flow technology
Opportunity time
16. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Value levels in an organisation
Keiretsu
Weighted average cost of capital
17. Suppliers inputs process outputs customers
BOM
Production levelling
SIPOC
CPFR
18. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Spaghetti diagram
FIFO
Quality filter mapping
RCA Root cause analysis
19. Focus on the biggest problem because it is the rate limiting step
Theory of constraints
Value stream
RCA Root cause analysis
Cycle time
20. Human foolproofing eg cannot insert 3-pin plug wrong way up
Supply chain factors
SIPOC
Standardised work
Poka yoke
21. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Overproducing waste
DMAIC
Inventory turn
TQRDCE
22. 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
Lean implementation
Work balancing
Demand amplification mapping
Lean thinking goals
23. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Manufacture
Defects waste
Flow
Current state map
24. 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
CTD
SIPOC
Inventory waste
SMED
25. Define measure analyse improve control
One piece flow
Kaizen blitz
DMAIC
Perfection
26. Try to defer variation - keep generic for as long as possible
Production levelling
Product variation funnel
SMART
Defects waste
27. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
SMART
Overprocessing waste
Transport waste
Supply chain
28. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Keiretsu
Value levels in an organisation
Demand amplification mapping
CPFR
29. 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.
FIFO
Spaghetti diagram
Drum buffer rope
Weighted average cost of capital
30. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
One piece flow
RCA Root cause analysis
Value levels in an organisation
Supply chain drivers
31. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Lean supply chain
Modern supply chain
Lean supply chain elements
TQRDCE
32. Unevenness - Rocks in the stream - hidden by inventory
Value stream map
Opportunity time
Mura
TQRDCE
33. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
VSM
Theory of constraints
Logistics
Opportunity time
34. All activities associated with a product from raw material to final customer.
Supply chain factors
5S
Supply chain
Perfection
35. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Supermarket
Kaizen rules
Inventory waste
CTD
36. 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)
VVCPP
TIM WOOD
VMI
Overproducing waste
37. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Supply chain variability factors
VMI
Cycle time
Kaizen blitz
38. The average rate at which customers buy products - and hence the rate at which products should be manufactured. actual operating time / customer requirement per shift
Takt time
Supply Chain Response Matrix
Defects waste
MRP
39. 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
Supermarket
Lean supply chain
Value stream map
Production levelling
40. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
One piece flow
Lean thinking goals
Quality filter mapping
Defects waste
41. 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
Transport waste
Kaizen blitz
PDCA
Standardised work
42. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Kaizen
SMART
Mura
One piece flow
43. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
5S
Supply chain
Lean supply chain elements
VMI
44. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Process cycle time or lead time
Mura
Modern supply chain
DMAIC
45. Material requisition planning
Theory of constraints
MRP
Cycle time
VVCPP
46. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
BOM
Value levels in an organisation
Supply chain factors
Supply chain management function
47. Lean enterprise self assessment tool - proprietary MIT have to buy
Cause and effect (fishbone) diagram
LESAT
Perfection
Flow
48. Value left axis -Success probability right axis - height of bar shows effort involved?
Kaizen blitz
Value stream
Project desirability matrix
RCA Root cause analysis
49. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Process cycle time or lead time
Defects waste
One piece flow
Six sigma
50. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
OEE
Principles of lean thinking
Process mapping
Spaghetti diagram