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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. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
One piece flow
Kaizen
Hoshin planning
Supply chain variability factors
2. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Hoshin planning
TQRDCE
Lean thinking
Andon light
3. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Value creation framework (Murman 2002)
SMED
Logistics
TQRDCE
4. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Waiting waste
VSM
SMART
CTD
5. Minimum order quantity
Supply Chain Response Matrix
Product variation funnel
MOQ
Work balancing
6. Factors that influence quality. Technology quality reliability delivery customer-service environment
Supply chain components
Lean thinking
TQRDCE
Supply Chain Response Matrix
7. The 4 ribs or bones are Man - Machine - Materials and Methods
Lean thinking goals
SMART
Cause and effect (fishbone) diagram
MOQ
8. Vertical y axis stock in days - Horizontal x axis Lead time in days
FIFO
Cycle time
Supply Chain Response Matrix
Work balancing
9. Suppliers inputs process outputs customers
Demand flow technology
SIPOC
TQRDCE
Supply Chain Response Matrix
10. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
JIT Just in Time
Demand amplification mapping
ERP
11. 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
Lean implementation
Lean thinking goals
Quality filter mapping
Inventory waste
12. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
BOM
5S
TIM WOOD
ERP
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
CPFR
Current state map
Product variation funnel
CTD
14. All activities associated with a product from raw material to final customer.
VSM
TPM Total Productive Maintenance
Supply chain
MOQ
15. 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?
Flow
Process cycle time or lead time
Supply chain
Principles of lean thinking
16. Plan Do Check Act
Right First Time
Kaizen rules
PDCA
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
Motion waste
Overprocessing waste
WIIFM
Supply Chain Response Matrix
18. What's in it for me?
WIIFM
DMAIC
Defects waste
Drum buffer rope
19. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Hoshin planning
Value stream
CANDO
Mura
20. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Standard in-process inventory
Logistics
Supply chain drivers
Opportunity time
21. Visual 'call for help' system - means a Japanese paper lantern
Drum buffer rope
ERP
Inventory waste
Andon light
22. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Modern supply chain
Overprocessing waste
Motion waste
Production levelling
23. 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
Standard in-process inventory
Lean implementation
Keiretsu
24. 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
Visual management system
Cellular flow
Overproducing waste
Demand flow technology
25. Try to defer variation - keep generic for as long as possible
Lean implementation
Defects waste
Inventory turn
Product variation funnel
26. Change for the better - continuous improvement
Kaizen
Waiting waste
TPM Total Productive Maintenance
MOQ
27. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Visual management system
Spaghetti diagram
Supply Chain Management
5S
28. Plan Do Check Act
BOM
Deming cycle
Weighted average cost of capital
5S
29. Human foolproofing eg cannot insert 3-pin plug wrong way up
Demand amplification mapping
Deming cycle
Poka yoke
FIFO
30. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
TPM Total Productive Maintenance
Lean supply chain
Demand amplification mapping
Motion waste
31. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Perfection
Cycle time
Right First Time
Supply Chain Management
32. 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
One piece flow
Demand flow technology
Lean thinking
33. 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
SMED
Hoshin planning
Lean supply chain
Lean thinking goals
34. '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
MRP
Demand flow technology
Logistics
Supply Chain Management
35. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
CPFR
Mura
Overproducing waste
SIPOC
36. Procurement - Manufacturing - Warehousing - Distribution - Customers
Defects waste
TPM Total Productive Maintenance
Drum buffer rope
Supply chain components
37. First in first out first piece of inventory required in an operating step is the one delivered first
FIFO
Andon light
Takt time
Spaghetti diagram
38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Quality filter mapping
Kaizen
Supply chain factors
TQRDCE
39. Quantity of inventory against time showing batch size at different points
VSM
Demand amplification mapping
MRP
BOM
40. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Waiting waste
Value stream
Current state map
Logistics
41. Focus on the biggest problem because it is the rate limiting step
VSM
SIPOC
Opportunity time
Theory of constraints
42. Bill of materials
BOM
Value stream
Cellular flow
Overprocessing waste
43. 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.
Deming cycle
Spaghetti diagram
Work balancing
Drum buffer rope
44. Ship - store - move - make - pack - distribute - store - sell - return - service
Kaizen
Manufacture
MRP
Lean implementation
45. 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 stream map
JIT Just in Time
Perfection
Defects waste
46. 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
FIFO
Weighted average cost of capital
RCA Root cause analysis
FMEA
47. 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
Lean supply chain
Standardised work
SMED
5S
48. Define measure analyse improve control
Demand amplification mapping
Kaizen
SIPOC
DMAIC
49. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Defects waste
Lean thinking goals
Lean supply chain elements
Production levelling
50. Enterprise Resource Planning eg SAP - JD Edwards
WIIFM
ERP
Production levelling
VSM