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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. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Cause and effect (fishbone) diagram
Lean supply chain elements
SMED
Product variation funnel
2. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TIM WOOD
DMAIC
PDCA
Process mapping
3. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Waiting waste
Perfection
Lean thinking
Motion waste
4. 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
Kaizen blitz
OEE
Cause and effect (fishbone) diagram
5. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Inventory turn
Logistics
TQRDCE
FMEA
6. Visual description of an activity
Supply Chain Response Matrix
VSM
Process mapping
Supply Chain Management
7. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
SMED
Supply Chain Response Matrix
Process mapping
Transport waste
8. Ship - store - move - make - pack - distribute - store - sell - return - service
Six sigma
TPM Total Productive Maintenance
CPFR
Manufacture
9. Unevenness - Rocks in the stream - hidden by inventory
CTD
Work balancing
Mura
Hoshin planning
10. 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
DMAIC
Quality filter mapping
TIM WOOD
11. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
One piece flow
Supply chain variability factors
Spaghetti diagram
MRP
12. Procurement - Manufacturing - Warehousing - Distribution - Customers
Deming cycle
Transport waste
Supply chain components
Drum buffer rope
13. First in first out first piece of inventory required in an operating step is the one delivered first
FIFO
Kaizen rules
Kanban
Opportunity time
14. 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)
MRP
Kanban
DMAIC
VVCPP
15. Enterprise Resource Planning eg SAP - JD Edwards
Demand amplification mapping
Supply chain components
ERP
Principles of lean thinking
16. All activities associated with a product from raw material to final customer.
Value levels in an organisation
Supply Chain Management
Supply chain
Process cycle time or lead time
17. 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
CANDO
Inventory turn
Value stream map
One piece flow
18. Plan Do Check Act
Deming cycle
ERP
Drum buffer rope
Supply chain drivers
19. 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
RCA Root cause analysis
Hoshin planning
Waiting waste
Takt time
20. 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
Traditional supply chain
Cellular flow
Waiting waste
Value stream
21. 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
TQRDCE
JIT Just in Time
Right First Time
Flow
22. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Modern supply chain
CTD
Product variation funnel
Value stream map
23. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
One piece flow
Cause and effect (fishbone) diagram
5S
Hoshin planning
24. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Logistics
RCA Root cause analysis
WIIFM
Supermarket
25. Averages both the volume and sequence of different model types
Kaizen rules
Production levelling
OEE
Lean supply chain elements
26. Non value added time. The potential non-production time that can be eliminated from a process
Opportunity time
SMART
Value stream map
DMAIC
27. Cumulative trauma disorder
Spaghetti diagram
Supply Chain Management
Cellular flow
CTD
28. Define measure analyse improve control
TPM Total Productive Maintenance
Production levelling
Lean thinking
DMAIC
29. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
SIPOC
Supply chain management function
JIT Just in Time
30. 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
Production levelling
CANDO
FMEA
Supply chain factors
31. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
SMART
Kaizen
WIIFM
Standard in-process inventory
32. 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
Hoshin planning
Supply chain components
Process mapping
Current state map
33. '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
Hoshin planning
Transport waste
Supply Chain Management
Theory of constraints
34. Usually around 8-10%
Logistics
Project desirability matrix
Kaizen rules
Weighted average cost of capital
35. 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
Value creation framework (Murman 2002)
TPM Total Productive Maintenance
JIT Just in Time
WIIFM
36. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMART
SMED
Lean thinking
Standardised work
37. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Cycle time
Cause and effect (fishbone) diagram
Opportunity time
Demand amplification mapping
38. Minimum order quantity
One piece flow
Current state map
MOQ
Right First Time
39. Collaborative planning forecast replenishment -aka VMI
Opportunity time
OEE
CPFR
VMI
40. Value left axis -Success probability right axis - height of bar shows effort involved?
Production levelling
Project desirability matrix
Process mapping
Supply Chain Response Matrix
41. The 4 ribs or bones are Man - Machine - Materials and Methods
Lean implementation
TIM WOOD
Cause and effect (fishbone) diagram
Hoshin planning
42. Each step in process should be as close to Takt time as possible
SIPOC
Cycle time
Work balancing
Inventory turn
43. 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)
FIFO
Lean thinking goals
LESAT
Perfection
44. Vendor Managed Inventory
TIM WOOD
VMI
Six sigma
Supply chain variability factors
45. 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)
One piece flow
SIPOC
Standardised work
46. 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?
Process cycle time or lead time
Lean implementation
TQRDCE
Drum buffer rope
47. Bill of materials
Kaizen rules
BOM
Cycle time
Process mapping
48. 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
Supply chain
Motion waste
Lean supply chain elements
CTD
49. Right number right material right place - Eliminate redundant activities - materials - tools - Reduce inventory - Set continuous improvement goals - Respond to customer requirements - Include defect prevention programme - Reduce setup times - Deliv
Value stream map
Perfection
Kaizen
JIT Just in Time
50. The minimum number of parts - including units in machines - required to keep a cell or process moving
Current state map
SMART
Standard in-process inventory
Demand flow technology