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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. All activities associated with a product from raw material to final customer.
Current state map
Supply chain
JIT Just in Time
Waiting waste
2. Plan Do Check Act
Production levelling
Deming cycle
Perfection
Poka yoke
3. 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
PDCA
Right First Time
CTD
Waiting waste
4. 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
Demand amplification mapping
Inventory turn
Takt time
Lean supply chain elements
5. Usually around 8-10%
Weighted average cost of capital
Demand amplification mapping
Demand flow technology
VSM
6. A set of businesses with interlocking business relationships and shareholdings
Product variation funnel
Keiretsu
Standardised work
Lean thinking
7. 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?
Value stream map
Process cycle time or lead time
Principles of lean thinking
Standardised work
8. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Visual management system
Value stream
Current state map
Flow
9. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
TQRDCE
MRP
Lean thinking
Kaizen rules
10. What's in it for me?
Right First Time
WIIFM
Modern supply chain
Takt time
11. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
VVCPP
Lean implementation
CANDO
Traditional supply chain
12. Averages both the volume and sequence of different model types
Standardised work
Production levelling
Value stream
TQRDCE
13. First in first out first piece of inventory required in an operating step is the one delivered first
LESAT
FIFO
Overprocessing waste
Demand flow technology
14. 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
Right First Time
CANDO
Value creation framework (Murman 2002)
Supermarket
15. 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
SMED
Overprocessing waste
Kanban
SIPOC
16. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Supply Chain Response Matrix
TIM WOOD
SIPOC
Supply chain components
17. 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
Waiting waste
Cellular flow
MOQ
Six sigma
18. Quantity of inventory against time showing batch size at different points
Demand amplification mapping
Value stream
Weighted average cost of capital
Lean supply chain elements
19. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Current state map
Overproducing waste
VMI
Quality filter mapping
20. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Deming cycle
Value levels in an organisation
Traditional supply chain
Kaizen rules
21. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Drum buffer rope
Process mapping
Defects waste
Kanban
22. Each step in process should be as close to Takt time as possible
Lean thinking goals
Value levels in an organisation
Work balancing
Defects waste
23. Enterprise Resource Planning eg SAP - JD Edwards
Supply chain factors
Lean supply chain elements
Spaghetti diagram
ERP
24. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Spaghetti diagram
Traditional supply chain
Supply chain management function
Kaizen rules
25. 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
FMEA
Value stream map
LESAT
VVCPP
26. Collaborative planning forecast replenishment -aka VMI
Modern supply chain
CPFR
RCA Root cause analysis
Weighted average cost of capital
27. Procurement - Manufacturing - Warehousing - Distribution - Customers
VSM
Supply chain components
LESAT
Andon light
28. '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
Process mapping
Supply Chain Management
5S
Overprocessing waste
29. 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
Process cycle time or lead time
Right First Time
CPFR
JIT Just in Time
30. 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
Inventory turn
WIIFM
Mura
Demand flow technology
31. 99.99966% good
Standard in-process inventory
Six sigma
Value creation framework (Murman 2002)
Right First Time
32. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
Overproducing waste
Supply chain factors
Supply chain
33. 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
VVCPP
OEE
Drum buffer rope
Takt time
34. Change for the better - continuous improvement
Kaizen
Supply chain variability factors
Inventory turn
CTD
35. Bill of materials
Value levels in an organisation
Right First Time
BOM
Supermarket
36. Define measure analyse improve control
Value stream map
MRP
Transport waste
DMAIC
37. Suppliers inputs process outputs customers
Cycle time
SIPOC
Theory of constraints
Six sigma
38. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Lean supply chain elements
JIT Just in Time
Lean thinking
39. The minimum number of parts - including units in machines - required to keep a cell or process moving
Work balancing
Andon light
Standard in-process inventory
TQRDCE
40. Material requisition planning
MRP
Demand flow technology
Supermarket
PDCA
41. Overall equipment effectiveness: availability x performance x quality yield measured in hours
OEE
TQRDCE
DMAIC
Demand flow technology
42. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Weighted average cost of capital
SMART
Poka yoke
BOM
43. Minimum order quantity
Six sigma
MOQ
FIFO
Weighted average cost of capital
44. 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
Standard in-process inventory
FMEA
Cellular flow
CANDO
45. Human foolproofing eg cannot insert 3-pin plug wrong way up
Principles of lean thinking
Value stream
Poka yoke
Andon light
46. Plan Do Check Act
PDCA
Standard in-process inventory
DMAIC
SMED
47. 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
DMAIC
Work balancing
Supply chain
48. Cumulative trauma disorder
SMED
Supply Chain Management
CTD
TIM WOOD
49. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Kaizen
Cycle time
Mura
Spaghetti diagram
50. Short focused burst of activity used to complement Kaizen thinking
Overprocessing waste
Logistics
Poka yoke
Kaizen blitz