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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. 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
CTD
Cause and effect (fishbone) diagram
Value levels in an organisation
Hoshin planning
2. Unevenness - Rocks in the stream - hidden by inventory
Waiting waste
Mura
Supply chain components
Visual management system
3. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
SMART
VVCPP
Perfection
Right First Time
4. 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)
Supply chain management function
VVCPP
RCA Root cause analysis
Supermarket
5. Material requisition planning
FMEA
Value stream map
MRP
CPFR
6. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Transport waste
Motion waste
Supermarket
Cycle time
7. Factors that influence quality. Technology quality reliability delivery customer-service environment
Supermarket
Cause and effect (fishbone) diagram
MRP
TQRDCE
8. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
JIT Just in Time
SMED
OEE
Inventory turn
9. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Poka yoke
PDCA
Lean thinking
One piece flow
10. Cumulative trauma disorder
DMAIC
CTD
CANDO
MOQ
11. Quantity of inventory against time showing batch size at different points
CANDO
BOM
Demand amplification mapping
CPFR
12. Enterprise Resource Planning eg SAP - JD Edwards
Supply chain factors
CPFR
Production levelling
ERP
13. Suppliers inputs process outputs customers
SIPOC
Value stream
Takt time
Process cycle time or lead time
14. Averages both the volume and sequence of different model types
Production levelling
MOQ
Product variation funnel
Supply chain drivers
15. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
VMI
Supply chain
TIM WOOD
TPM Total Productive Maintenance
16. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
TIM WOOD
WIIFM
Lean thinking goals
Process cycle time or lead time
17. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
PDCA
Value levels in an organisation
Right First Time
Inventory waste
18. Try to defer variation - keep generic for as long as possible
Perfection
Product variation funnel
DMAIC
VMI
19. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Transport waste
Kaizen blitz
Overproducing waste
Opportunity time
20. Value left axis -Success probability right axis - height of bar shows effort involved?
PDCA
TQRDCE
Project desirability matrix
TIM WOOD
21. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
JIT Just in Time
Weighted average cost of capital
Quality filter mapping
Overproducing waste
22. Each step in process should be as close to Takt time as possible
Right First Time
Overproducing waste
Work balancing
CTD
23. '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
Transport waste
Six sigma
Theory of constraints
24. Collaborative planning forecast replenishment -aka VMI
Lean supply chain
CPFR
Manufacture
Six sigma
25. 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
Supermarket
FMEA
Kaizen
Poka yoke
26. 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
Supply Chain Response Matrix
Lean implementation
Lean thinking goals
27. 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?
Deming cycle
Standardised work
Cycle time
Process cycle time or lead time
28. Define measure analyse improve control
DMAIC
Supply chain drivers
Demand amplification mapping
Mura
29. 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
Transport waste
Right First Time
Waiting waste
DMAIC
30. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
VMI
Flow
One piece flow
Opportunity time
31. More work effort than necessary eg reviews - reports - cc-ing emails. Caused by lack of communication - teamwork - inappropriate decision making. Solved by focussing on customer value. - 5S - Value stream map - Whys RCA - PDCA
DMAIC
Overprocessing waste
Cellular flow
Demand amplification mapping
32. Usually around 8-10%
Supply chain components
Andon light
Value stream
Weighted average cost of capital
33. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Supply Chain Management
Waiting waste
Supermarket
Lean thinking goals
34. 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
Mura
Opportunity time
Quality filter mapping
Takt time
35. 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
ERP
Kaizen blitz
5S
Mura
36. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
Modern supply chain
Transport waste
Supply chain components
37. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Modern supply chain
Traditional supply chain
Production levelling
Principles of lean thinking
38. Plan Do Check Act
SIPOC
Deming cycle
Waiting waste
WIIFM
39. 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
Current state map
Overprocessing waste
Logistics
40. 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
Hoshin planning
Inventory waste
Transport waste
Standardised work
41. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Traditional supply chain
Demand amplification mapping
Supermarket
Supply chain drivers
42. Mainly human motion as opposed to things - walking - handling materials - centralised storage due to disorganisation - lack of visual controls - 5S - 5 Whys RCA - Load levelling - Pull system eg Kanban
Traditional supply chain
Inventory turn
Motion waste
Demand amplification mapping
43. The minimum number of parts - including units in machines - required to keep a cell or process moving
Transport waste
TPM Total Productive Maintenance
Supply chain factors
Standard in-process inventory
44. 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
Mura
PDCA
Inventory waste
45. Focus on the biggest problem because it is the rate limiting step
Opportunity time
SMED
Lean supply chain
Theory of constraints
46. 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
Spaghetti diagram
Deming cycle
Value stream
Value creation framework (Murman 2002)
47. 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
Six sigma
Lean thinking goals
Logistics
48. Plan Do Check Act
RCA Root cause analysis
Supermarket
PDCA
Cellular flow
49. Visual 'call for help' system - means a Japanese paper lantern
Lean implementation
Hoshin planning
Kanban
Andon light
50. Ship - store - move - make - pack - distribute - store - sell - return - service
Process mapping
Manufacture
TPM Total Productive Maintenance
Value creation framework (Murman 2002)