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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. 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
Kanban
Opportunity time
Supply Chain Management
Andon light
2. 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
Poka yoke
Right First Time
Demand amplification mapping
Flow
3. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
One piece flow
Demand amplification mapping
FIFO
Defects waste
4. What's in it for me?
Right First Time
Principles of lean thinking
BOM
WIIFM
5. 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
Product variation funnel
Lean implementation
DMAIC
CTD
6. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Lean supply chain
Cause and effect (fishbone) diagram
Supply chain factors
Traditional supply chain
7. 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
Andon light
MRP
Drum buffer rope
8. Lean enterprise self assessment tool - proprietary MIT have to buy
Visual management system
LESAT
BOM
TQRDCE
9. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Demand amplification mapping
VMI
RCA Root cause analysis
SMED
10. Non value added time. The potential non-production time that can be eliminated from a process
Cycle time
Right First Time
Inventory waste
Opportunity time
11. Bill of materials
Kaizen blitz
Overproducing waste
One piece flow
BOM
12. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain variability factors
Demand amplification mapping
SMED
Supply chain management function
13. 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
Deming cycle
MOQ
ERP
Kaizen rules
14. 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
Inventory waste
Supply chain drivers
Supply chain variability factors
Lean implementation
15. 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
Weighted average cost of capital
5S
Perfection
Lean supply chain
16. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
ERP
Supply chain management function
Lean supply chain
TIM WOOD
17. 99.99966% good
Six sigma
Supply Chain Management
Value stream map
Cellular flow
18. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
One piece flow
LESAT
MRP
Value creation framework (Murman 2002)
19. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Spaghetti diagram
Kaizen
Supply chain factors
BOM
20. Value left axis -Success probability right axis - height of bar shows effort involved?
Demand amplification mapping
Project desirability matrix
Drum buffer rope
Keiretsu
21. 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
MOQ
Supply chain management function
Supermarket
VSM
22. Minimum order quantity
Overprocessing waste
5S
MOQ
Demand flow technology
23. Collaborative planning forecast replenishment -aka VMI
CPFR
Supply chain variability factors
Deming cycle
Motion waste
24. Material requisition planning
Six sigma
Cause and effect (fishbone) diagram
Demand amplification mapping
MRP
25. Suppliers inputs process outputs customers
Opportunity time
Kaizen
SIPOC
Lean supply chain
26. 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
Supply Chain Management
Current state map
Demand amplification mapping
27. How long it takes to use all the stock that you have usually per year eg annual cost of sales over value of current inventory. It's a bigger number if you keep less of the stock that's used
Inventory turn
Theory of constraints
OEE
Quality filter mapping
28. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean thinking goals
Lean thinking
Demand flow technology
Standardised work
29. The 4 ribs or bones are Man - Machine - Materials and Methods
Supply chain factors
Cause and effect (fishbone) diagram
Manufacture
Weighted average cost of capital
30. All activities associated with a product from raw material to final customer.
Supply chain
Motion waste
Value stream
Spaghetti diagram
31. Vendor Managed Inventory
VMI
Deming cycle
Lean thinking goals
RCA Root cause analysis
32. Human foolproofing eg cannot insert 3-pin plug wrong way up
Project desirability matrix
Kaizen blitz
Poka yoke
Deming cycle
33. Enterprise Resource Planning eg SAP - JD Edwards
JIT Just in Time
Standard in-process inventory
SMART
ERP
34. 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)
Weighted average cost of capital
Traditional supply chain
Lean supply chain elements
35. 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
SMED
WIIFM
Value stream
36. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Demand flow technology
Flow
Quality filter mapping
Lean thinking
37. Focus on the biggest problem because it is the rate limiting step
CPFR
Theory of constraints
DMAIC
Supply chain management function
38. 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?
Inventory waste
Process cycle time or lead time
Value stream
SMART
39. 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
Value stream
CANDO
Overprocessing waste
Motion waste
40. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
JIT Just in Time
Flow
Lean supply chain
Defects waste
41. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
LESAT
Transport waste
SMART
Overproducing waste
42. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
TPM Total Productive Maintenance
Lean supply chain
Production levelling
43. '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
Flow
Andon light
Supply Chain Management
Traditional supply chain
44. Define measure analyse improve control
Production levelling
Supermarket
Value creation framework (Murman 2002)
DMAIC
45. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
VVCPP
Supply chain drivers
Overproducing waste
Lean supply chain elements
46. Short focused burst of activity used to complement Kaizen thinking
Work balancing
Six sigma
Kaizen blitz
Lean supply chain elements
47. A set of businesses with interlocking business relationships and shareholdings
SIPOC
Manufacture
Keiretsu
Standardised work
48. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Standard in-process inventory
Opportunity time
Kaizen
OEE
49. Plan Do Check Act
PDCA
Cause and effect (fishbone) diagram
Opportunity time
Manufacture
50. 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
TPM Total Productive Maintenance
VSM
DMAIC
Deming cycle