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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. 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
Kaizen rules
Process cycle time or lead time
Supply chain variability factors
BOM
2. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Demand amplification mapping
Current state map
5S
Manufacture
3. All activities associated with a product from raw material to final customer.
Motion waste
Process mapping
Supply chain
BOM
4. Each step in process should be as close to Takt time as possible
Logistics
Work balancing
Lean thinking goals
Theory of constraints
5. 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
Value stream
ERP
Cycle time
Hoshin planning
6. 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)
Perfection
Supply Chain Response Matrix
Process cycle time or lead time
Transport waste
7. Overall equipment effectiveness: availability x performance x quality yield measured in hours
BOM
Cause and effect (fishbone) diagram
OEE
Supply chain
8. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
CANDO
Waiting waste
Kaizen rules
Transport waste
9. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Waiting waste
Traditional supply chain
Supply Chain Response Matrix
Flow
10. Bill of materials
BOM
Current state map
Inventory waste
CPFR
11. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Perfection
Takt time
Logistics
5S
12. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Cycle time
CANDO
Principles of lean thinking
FMEA
13. Change for the better - continuous improvement
VMI
SMART
FMEA
Kaizen
14. Focus on the biggest problem because it is the rate limiting step
Kaizen rules
Theory of constraints
Kanban
Project desirability matrix
15. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
Opportunity time
Lean implementation
Waiting waste
16. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Opportunity time
Supply chain drivers
Supply chain factors
TQRDCE
17. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Defects waste
Project desirability matrix
Lean supply chain elements
Supply chain variability factors
18. What's in it for me?
Logistics
Supply Chain Management
WIIFM
Transport waste
19. 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
Kanban
Lean supply chain
FMEA
MOQ
20. Minimum order quantity
MOQ
CTD
VMI
Supply chain variability factors
21. 99.99966% good
One piece flow
ERP
VMI
Six sigma
22. Cumulative trauma disorder
DMAIC
CTD
Six sigma
One piece flow
23. Suppliers inputs process outputs customers
SIPOC
TQRDCE
Current state map
Six sigma
24. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Demand flow technology
TQRDCE
VVCPP
ERP
25. First in first out first piece of inventory required in an operating step is the one delivered first
VMI
Supply chain management function
SMED
FIFO
26. 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?
Lean supply chain
Process cycle time or lead time
One piece flow
Manufacture
27. 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
Supply chain variability factors
5S
Cycle time
Cellular flow
28. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Value levels in an organisation
Standardised work
DMAIC
Perfection
29. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
SMART
Demand amplification mapping
SIPOC
Spaghetti diagram
30. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
TPM Total Productive Maintenance
Overproducing waste
Process cycle time or lead time
Defects waste
31. 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)
Work balancing
Kaizen blitz
VVCPP
Quality filter mapping
32. Usually around 8-10%
Weighted average cost of capital
VVCPP
One piece flow
Kaizen
33. Value left axis -Success probability right axis - height of bar shows effort involved?
LESAT
Project desirability matrix
Product variation funnel
Supply chain drivers
34. 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
Value stream
Defects waste
Keiretsu
35. Vendor Managed Inventory
Deming cycle
VMI
Manufacture
Lean thinking
36. Visual description of an activity
TQRDCE
Process mapping
Takt time
FMEA
37. 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
Inventory waste
Value stream map
Work balancing
Supply Chain Management
38. Averages both the volume and sequence of different model types
Kaizen blitz
Production levelling
Manufacture
CPFR
39. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Theory of constraints
Demand flow technology
Supply chain drivers
Overproducing waste
40. Factors that influence quality. Technology quality reliability delivery customer-service environment
TQRDCE
TIM WOOD
Six sigma
Overprocessing waste
41. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Drum buffer rope
TQRDCE
CANDO
Cycle time
42. Ship - store - move - make - pack - distribute - store - sell - return - service
Inventory waste
Quality filter mapping
Manufacture
Kaizen blitz
43. Collaborative planning forecast replenishment -aka VMI
Cycle time
CPFR
Supply chain variability factors
PDCA
44. The minimum number of parts - including units in machines - required to keep a cell or process moving
Defects waste
Spaghetti diagram
Standard in-process inventory
Product variation funnel
45. Material requisition planning
Lean supply chain
TQRDCE
Principles of lean thinking
MRP
46. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
Manufacture
Modern supply chain
WIIFM
47. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Work balancing
WIIFM
Supply Chain Management
Supermarket
48. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TIM WOOD
Lean thinking
Value stream
Inventory waste
49. 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
Overproducing waste
Motion waste
Takt time
FMEA
50. 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
Supply chain management function
Demand flow technology
Overprocessing waste
Kaizen rules