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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. 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
Work balancing
OEE
2. 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.
PDCA
Product variation funnel
Drum buffer rope
CPFR
3. 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
Lean supply chain elements
Lean thinking
PDCA
4. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
ERP
Waiting waste
Principles of lean thinking
Keiretsu
5. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
SMART
Principles of lean thinking
Poka yoke
Supply chain variability factors
6. 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
Mura
5S
Demand amplification mapping
Lean implementation
7. Averages both the volume and sequence of different model types
Production levelling
Lean thinking goals
Logistics
PDCA
8. 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
Visual management system
5S
Inventory turn
CPFR
9. Try to defer variation - keep generic for as long as possible
Supply chain variability factors
Modern supply chain
Product variation funnel
Overproducing waste
10. Vendor Managed Inventory
Kaizen blitz
VMI
Supermarket
Lean thinking goals
11. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Demand amplification mapping
Deming cycle
SMED
TQRDCE
12. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Supply Chain Management
Lean thinking goals
Lean supply chain
Project desirability matrix
13. 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
Lean supply chain
Mura
One piece flow
14. Factors that influence quality. Technology quality reliability delivery customer-service environment
Lean supply chain
Cycle time
Demand flow technology
TQRDCE
15. 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
Manufacture
Lean thinking goals
Demand flow technology
Drum buffer rope
16. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
TQRDCE
Keiretsu
Overproducing waste
Standardised work
17. 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
VMI
Deming cycle
Modern supply chain
Motion waste
18. All activities associated with a product from raw material to final customer.
Supply chain
Demand flow technology
Overprocessing waste
FIFO
19. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
Quality filter mapping
Process mapping
Inventory turn
20. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
RCA Root cause analysis
Supply chain components
Modern supply chain
Opportunity time
21. Collaborative planning forecast replenishment -aka VMI
Six sigma
CPFR
Principles of lean thinking
Kaizen rules
22. Non value added time. The potential non-production time that can be eliminated from a process
TPM Total Productive Maintenance
Inventory waste
Process mapping
Opportunity time
23. 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
TIM WOOD
RCA Root cause analysis
VSM
24. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Kanban
Quality filter mapping
DMAIC
CTD
25. 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
ERP
Right First Time
Inventory waste
Poka yoke
26. Each step in process should be as close to Takt time as possible
Production levelling
Supply Chain Management
PDCA
Work balancing
27. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Supply chain
Kaizen blitz
Drum buffer rope
Supply chain factors
28. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
Opportunity time
BOM
Supply chain components
29. 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
OEE
Mura
Drum buffer rope
30. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Logistics
Lean implementation
Deming cycle
Process cycle time or lead time
31. 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
Product variation funnel
Traditional supply chain
SMART
32. 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
VVCPP
Standardised work
LESAT
Overproducing waste
33. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Defects waste
Visual management system
BOM
JIT Just in Time
34. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Inventory waste
Supply chain components
Keiretsu
Supermarket
35. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
TQRDCE
Spaghetti diagram
Visual management system
Kaizen
36. The minimum number of parts - including units in machines - required to keep a cell or process moving
Standard in-process inventory
Mura
Cycle time
Poka yoke
37. 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
Kaizen
CANDO
Value creation framework (Murman 2002)
Drum buffer rope
38. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
OEE
Supply chain management function
Kanban
39. 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
VSM
Lean supply chain
Modern supply chain
SMED
40. Suppliers inputs process outputs customers
Keiretsu
VVCPP
SIPOC
Andon light
41. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
TIM WOOD
ERP
Transport waste
Motion waste
42. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Spaghetti diagram
Right First Time
Logistics
One piece flow
43. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
VVCPP
Principles of lean thinking
Demand amplification mapping
44. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Waiting waste
Lean thinking
VMI
Value stream
45. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Project desirability matrix
Supply chain
Flow
FMEA
46. Vertical y axis stock in days - Horizontal x axis Lead time in days
Supply Chain Response Matrix
Overprocessing waste
Weighted average cost of capital
Supply chain management function
47. 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 turn
Takt time
Process cycle time or lead time
DMAIC
48. A set of businesses with interlocking business relationships and shareholdings
Kaizen blitz
SMART
Keiretsu
Supermarket
49. Define measure analyse improve control
Product variation funnel
One piece flow
WIIFM
DMAIC
50. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
WIIFM
LESAT
Cycle time
Motion waste