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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. Usually around 8-10%
Lean thinking
Visual management system
VVCPP
Weighted average cost of capital
2. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Visual management system
RCA Root cause analysis
Product variation funnel
Standard in-process inventory
3. Procurement - Manufacturing - Warehousing - Distribution - Customers
Kaizen rules
Principles of lean thinking
OEE
Supply chain components
4. Change for the better - continuous improvement
VMI
Kaizen
SMED
PDCA
5. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Value stream
OEE
Takt time
Lean thinking goals
6. '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
Value levels in an organisation
Supply Chain Management
Kaizen blitz
Poka yoke
7. Quantity of inventory against time showing batch size at different points
Quality filter mapping
Demand amplification mapping
Drum buffer rope
Poka yoke
8. 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
5S
SMED
Lean thinking
9. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean thinking goals
One piece flow
Keiretsu
SMART
10. Focus on the biggest problem because it is the rate limiting step
Flow
Theory of constraints
Supply chain factors
TPM Total Productive Maintenance
11. Factors that influence quality. Technology quality reliability delivery customer-service environment
Process cycle time or lead time
Lean supply chain elements
Supermarket
TQRDCE
12. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Product variation funnel
VSM
Supply chain factors
ERP
13. 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)
Demand amplification mapping
VVCPP
Value levels in an organisation
DMAIC
14. Plan Do Check Act
Andon light
Standard in-process inventory
PDCA
Current state map
15. 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.
Flow
CANDO
Drum buffer rope
TQRDCE
16. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
VMI
Demand amplification mapping
Logistics
Standard in-process inventory
17. 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
One piece flow
Kaizen rules
Current state map
18. 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
Supply Chain Response Matrix
Kaizen
Right First Time
Transport waste
19. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
One piece flow
Right First Time
Overproducing waste
Cause and effect (fishbone) diagram
20. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Supermarket
SMART
TPM Total Productive Maintenance
Logistics
21. 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
Process cycle time or lead time
Six sigma
CANDO
Inventory turn
22. Material requisition planning
Keiretsu
Logistics
MRP
TQRDCE
23. Enterprise Resource Planning eg SAP - JD Edwards
Andon light
Supply chain components
Inventory turn
ERP
24. Suppliers inputs process outputs customers
Waiting waste
BOM
SIPOC
Opportunity time
25. 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
TIM WOOD
MOQ
Cellular flow
Demand flow technology
26. Ship - store - move - make - pack - distribute - store - sell - return - service
MRP
VSM
Manufacture
Quality filter mapping
27. 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
Transport waste
Lean implementation
Opportunity time
Takt time
28. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Takt time
Lean thinking
Poka yoke
BOM
29. 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
TQRDCE
Current state map
Kanban
SIPOC
30. Unevenness - Rocks in the stream - hidden by inventory
Cause and effect (fishbone) diagram
Supply chain management function
FIFO
Mura
31. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Visual management system
Poka yoke
Kaizen
Kanban
32. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TQRDCE
Deming cycle
Spaghetti diagram
TIM WOOD
33. Each step in process should be as close to Takt time as possible
SMED
Work balancing
Kaizen
DMAIC
34. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Motion waste
SMED
Traditional supply chain
Mura
35. 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
DMAIC
BOM
Value creation framework (Murman 2002)
Project desirability matrix
36. Minimum order quantity
ERP
Right First Time
Perfection
MOQ
37. The 4 ribs or bones are Man - Machine - Materials and Methods
Flow
Process cycle time or lead time
Cause and effect (fishbone) diagram
Transport waste
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
Overprocessing waste
OEE
Principles of lean thinking
SIPOC
39. Cumulative trauma disorder
Six sigma
CTD
Cause and effect (fishbone) diagram
Poka yoke
40. 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
Demand flow technology
DMAIC
Lean thinking goals
Transport waste
41. Try to defer variation - keep generic for as long as possible
Product variation funnel
Supply Chain Response Matrix
Value levels in an organisation
Demand flow technology
42. All activities associated with a product from raw material to final customer.
TPM Total Productive Maintenance
Supply chain
WIIFM
Drum buffer rope
43. Vendor Managed Inventory
Cycle time
LESAT
Process mapping
VMI
44. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Supply chain components
Right First Time
JIT Just in Time
Waiting waste
45. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Supply chain
Supermarket
Traditional supply chain
Drum buffer rope
46. 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
Supply chain
Value stream map
Inventory waste
Traditional supply chain
47. First in first out first piece of inventory required in an operating step is the one delivered first
Weighted average cost of capital
FIFO
Supply chain components
Supply Chain Management
48. 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
Cycle time
Right First Time
Kaizen rules
CANDO
49. 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?
Supply chain variability factors
Right First Time
Supermarket
Process cycle time or lead time
50. Bill of materials
Demand flow technology
Lean thinking goals
BOM
Spaghetti diagram