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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.
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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. Lean enterprise self assessment tool - proprietary MIT have to buy
5S
LESAT
DMAIC
Theory of constraints
2. Change for the better - continuous improvement
Kaizen
FIFO
MRP
TIM WOOD
3. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Logistics
RCA Root cause analysis
Visual management system
Lean implementation
4. Minimum order quantity
Six sigma
Product variation funnel
MOQ
VMI
5. 99.99966% good
Six sigma
Supply Chain Management
Demand flow technology
CTD
6. 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
SMART
Production levelling
FMEA
Cause and effect (fishbone) diagram
7. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Supply chain variability factors
TIM WOOD
Poka yoke
Lean supply chain
8. 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
Kaizen blitz
Manufacture
Keiretsu
9. Usually around 8-10%
Takt time
Weighted average cost of capital
Supply chain components
CPFR
10. 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
Right First Time
Modern supply chain
Kanban
Supply chain components
11. 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
Demand amplification mapping
5S
BOM
Cellular flow
12. Focus on the biggest problem because it is the rate limiting step
CANDO
Kaizen rules
Theory of constraints
ERP
13. Each step in process should be as close to Takt time as possible
Work balancing
Process mapping
LESAT
Cellular flow
14. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
SIPOC
Value levels in an organisation
Supply Chain Management
One piece flow
15. Define measure analyse improve control
DMAIC
Supermarket
TQRDCE
Supply chain variability factors
16. 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
PDCA
Right First Time
Kaizen rules
Manufacture
17. 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
Value creation framework (Murman 2002)
Lean thinking
WIIFM
18. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Weighted average cost of capital
Right First Time
Supply Chain Management
Supply chain variability factors
19. 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
Standardised work
Inventory waste
Overprocessing waste
Drum buffer rope
20. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
SMART
Supermarket
LESAT
Overprocessing waste
21. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
TQRDCE
Supply chain factors
Current state map
FIFO
22. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Right First Time
Visual management system
Lean implementation
23. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Spaghetti diagram
Deming cycle
Supply chain components
RCA Root cause analysis
24. 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
Defects waste
Supply chain variability factors
Process cycle time or lead time
25. 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
DMAIC
Demand flow technology
Theory of constraints
VSM
26. Collaborative planning forecast replenishment -aka VMI
Process mapping
CPFR
Flow
Inventory turn
27. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Inventory turn
Value stream map
Supermarket
28. Short focused burst of activity used to complement Kaizen thinking
RCA Root cause analysis
Kaizen blitz
Supply chain
TPM Total Productive Maintenance
29. Human foolproofing eg cannot insert 3-pin plug wrong way up
Poka yoke
VVCPP
Defects waste
CPFR
30. 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
Quality filter mapping
Value creation framework (Murman 2002)
Overprocessing waste
Cellular flow
31. 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
Cause and effect (fishbone) diagram
Right First Time
Standardised work
Lean supply chain elements
32. Quantity of inventory against time showing batch size at different points
Demand amplification mapping
Process cycle time or lead time
Andon light
Lean thinking
33. Material requisition planning
Supply chain components
MRP
Supply Chain Management
Deming cycle
34. Unevenness - Rocks in the stream - hidden by inventory
Mura
Supply chain factors
DMAIC
Drum buffer rope
35. Vendor Managed Inventory
VMI
Production levelling
Kaizen blitz
Visual management system
36. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Andon light
Lean implementation
CPFR
37. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Logistics
Supermarket
TIM WOOD
Standard in-process inventory
38. Visual description of an activity
Demand amplification mapping
Process mapping
Flow
Value stream map
39. 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
Project desirability matrix
Takt time
Theory of constraints
Demand amplification mapping
40. Overall equipment effectiveness: availability x performance x quality yield measured in hours
JIT Just in Time
Quality filter mapping
OEE
SIPOC
41. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Right First Time
Defects waste
Lean supply chain elements
Process cycle time or lead time
42. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Transport waste
Supply Chain Response Matrix
Kanban
Traditional supply chain
43. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Product variation funnel
Lean supply chain
Quality filter mapping
Poka yoke
44. 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)
Standard in-process inventory
Inventory waste
VVCPP
Overproducing waste
45. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Lean supply chain elements
SMART
VMI
Product variation funnel
46. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
5S
Lean thinking goals
Opportunity time
Waiting waste
47. 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
Kaizen rules
Supply chain factors
Inventory waste
TQRDCE
48. Try to defer variation - keep generic for as long as possible
Production levelling
Right First Time
Product variation funnel
Cellular flow
49. Bill of materials
BOM
WIIFM
Kaizen rules
Motion waste
50. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Overproducing waste
Transport waste
TIM WOOD
TPM Total Productive Maintenance
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