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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.
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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
Cycle time
Theory of constraints
TPM Total Productive Maintenance
2. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Andon light
Six sigma
Value levels in an organisation
Cause and effect (fishbone) diagram
3. Value left axis -Success probability right axis - height of bar shows effort involved?
LESAT
FMEA
Modern supply chain
Project desirability matrix
4. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
TIM WOOD
BOM
Logistics
SMART
5. Cumulative trauma disorder
CTD
Right First Time
FMEA
Value levels in an organisation
6. 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
FMEA
Overproducing waste
Logistics
Process mapping
7. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Value stream
Demand amplification mapping
Deming cycle
OEE
8. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Logistics
Transport waste
VMI
TQRDCE
9. 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
Project desirability matrix
Value creation framework (Murman 2002)
Value stream map
Supply chain
10. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
MRP
Supply chain variability factors
PDCA
SMART
11. Define measure analyse improve control
DMAIC
VSM
Traditional supply chain
Mura
12. Collaborative planning forecast replenishment -aka VMI
CPFR
Lean thinking goals
Six sigma
JIT Just in Time
13. The minimum number of parts - including units in machines - required to keep a cell or process moving
Lean supply chain elements
Standard in-process inventory
Product variation funnel
ERP
14. All activities associated with a product from raw material to final customer.
Process mapping
Kanban
Demand amplification mapping
Supply chain
15. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Hoshin planning
SIPOC
Demand amplification mapping
Project desirability matrix
16. What's in it for me?
Cellular flow
WIIFM
CANDO
Principles of lean thinking
17. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
SMART
Spaghetti diagram
MOQ
Mura
18. Averages both the volume and sequence of different model types
Lean supply chain elements
Production levelling
Drum buffer rope
Flow
19. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Demand amplification mapping
OEE
WIIFM
Motion waste
20. 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
SMART
Supply chain variability factors
Lean thinking
Motion waste
21. 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
Kaizen
Inventory waste
Logistics
VSM
22. Non value added time. The potential non-production time that can be eliminated from a process
JIT Just in Time
Opportunity time
Andon light
Standardised work
23. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Visual management system
Lean supply chain
MOQ
VMI
24. The 4 ribs or bones are Man - Machine - Materials and Methods
SMED
One piece flow
Cause and effect (fishbone) diagram
Supply chain components
25. 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
SMART
Supply chain drivers
Demand flow technology
VSM
26. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Standardised work
Waiting waste
CTD
27. Unevenness - Rocks in the stream - hidden by inventory
Mura
Supermarket
Transport waste
CPFR
28. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TIM WOOD
Hoshin planning
Value levels in an organisation
Principles of lean thinking
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.
Drum buffer rope
WIIFM
Value stream
TIM WOOD
30. 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
Quality filter mapping
Waiting waste
5S
Inventory waste
31. First in first out first piece of inventory required in an operating step is the one delivered first
Kaizen rules
FMEA
FIFO
PDCA
32. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Lean thinking goals
SMART
Inventory turn
Modern supply chain
33. Lean enterprise self assessment tool - proprietary MIT have to buy
Production levelling
Kanban
CANDO
LESAT
34. 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
CTD
Traditional supply chain
Demand flow technology
Inventory turn
35. Bringing people closer together for communication - One cell per product family - Bring together all the machines - Select appropriate tools - Aim is to have them independent - Train - balance workload - Reduce space and flow difference
Cellular flow
VMI
Demand flow technology
Spaghetti diagram
36. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
SMED
OEE
VSM
Supply chain factors
37. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Demand amplification mapping
VVCPP
Spaghetti diagram
Cycle time
38. 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
Takt time
SIPOC
Overprocessing waste
Inventory turn
39. Human foolproofing eg cannot insert 3-pin plug wrong way up
Lean thinking
Lean supply chain elements
Kaizen rules
Poka yoke
40. 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
MOQ
Drum buffer rope
Current state map
Traditional supply chain
41. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Overproducing waste
LESAT
Supply chain drivers
Weighted average cost of capital
42. '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
CPFR
ERP
Supply Chain Management
Lean implementation
43. A set of businesses with interlocking business relationships and shareholdings
Keiretsu
Takt time
Standardised work
Supply chain variability factors
44. 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
SIPOC
Value creation framework (Murman 2002)
Traditional supply chain
Defects waste
45. Each step in process should be as close to Takt time as possible
Perfection
Supply chain factors
SIPOC
Work balancing
46. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Value creation framework (Murman 2002)
FIFO
Weighted average cost of capital
Defects waste
47. 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
RCA Root cause analysis
Hoshin planning
OEE
Lean implementation
48. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Quality filter mapping
Transport waste
Supermarket
Modern supply chain
49. Try to defer variation - keep generic for as long as possible
FIFO
Inventory turn
Right First Time
Product variation funnel
50. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Supply chain drivers
OEE
Production levelling
Lean thinking
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