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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. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
ERP
Overproducing waste
Supply chain components
Value stream
2. 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
ERP
Standardised work
Deming cycle
Inventory turn
3. Factors that influence quality. Technology quality reliability delivery customer-service environment
TQRDCE
Visual management system
MOQ
Product variation funnel
4. Bill of materials
VSM
FMEA
Production levelling
BOM
5. 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
Value creation framework (Murman 2002)
RCA Root cause analysis
MRP
DMAIC
6. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Value creation framework (Murman 2002)
SMART
Kaizen blitz
RCA Root cause analysis
7. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
One piece flow
Lean thinking goals
Supply chain factors
Kaizen blitz
8. The minimum number of parts - including units in machines - required to keep a cell or process moving
Andon light
Standard in-process inventory
Logistics
Demand amplification mapping
9. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Project desirability matrix
Spaghetti diagram
SMART
SIPOC
10. Ship - store - move - make - pack - distribute - store - sell - return - service
CANDO
Kanban
Manufacture
Lean supply chain
11. 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
ERP
Process mapping
Cellular flow
Theory of constraints
12. Visual 'call for help' system - means a Japanese paper lantern
Lean implementation
Six sigma
Andon light
JIT Just in Time
13. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Value levels in an organisation
VSM
OEE
Cause and effect (fishbone) diagram
14. Unevenness - Rocks in the stream - hidden by inventory
WIIFM
Supply chain factors
Mura
TIM WOOD
15. 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
Overproducing waste
Keiretsu
MRP
Demand flow technology
16. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Demand amplification mapping
VVCPP
Waiting waste
OEE
17. 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)
Deming cycle
Perfection
Supply chain variability factors
ERP
18. 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
Supply chain factors
Manufacture
Kaizen
Kaizen rules
19. 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
Product variation funnel
Value creation framework (Murman 2002)
Traditional supply chain
20. The 4 ribs or bones are Man - Machine - Materials and Methods
Lean thinking goals
Value stream map
Cause and effect (fishbone) diagram
One piece flow
21. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Drum buffer rope
CANDO
Supply chain factors
Kaizen rules
22. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Inventory turn
Deming cycle
Six sigma
Demand amplification mapping
23. Vendor Managed Inventory
Supply chain
VMI
Demand amplification mapping
Standardised work
24. 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
Kaizen
5S
Theory of constraints
25. Visual description of an activity
Demand amplification mapping
Defects waste
Supply Chain Response Matrix
Process mapping
26. Vertical y axis stock in days - Horizontal x axis Lead time in days
CTD
Kanban
Spaghetti diagram
Supply Chain Response Matrix
27. Short focused burst of activity used to complement Kaizen thinking
Andon light
MOQ
Kaizen blitz
OEE
28. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Demand flow technology
MRP
Supply chain variability factors
BOM
29. Lean enterprise self assessment tool - proprietary MIT have to buy
Spaghetti diagram
5S
Supply Chain Response Matrix
LESAT
30. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
JIT Just in Time
Spaghetti diagram
WIIFM
Flow
31. Human foolproofing eg cannot insert 3-pin plug wrong way up
Value stream
Poka yoke
Logistics
ERP
32. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
CANDO
Project desirability matrix
Demand amplification mapping
SMED
33. Documentation aimed at performing task same way every time - current best way of doing an activity. Done with the people who do the work and OWNED by them. Uses: - drawings and photos - ensures consistency - developed with staff - readily accessible
Supply chain management function
Standardised work
Kaizen blitz
Hoshin planning
34. 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
VSM
Value stream map
Kaizen blitz
35. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TQRDCE
TIM WOOD
Cellular flow
Supply chain variability factors
36. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Lean thinking goals
Motion waste
Six sigma
Traditional supply chain
37. Suppliers inputs process outputs customers
Supply chain variability factors
Cause and effect (fishbone) diagram
SIPOC
Standardised work
38. 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
Defects waste
Logistics
Kanban
Lean supply chain elements
39. A set of businesses with interlocking business relationships and shareholdings
Takt time
Value creation framework (Murman 2002)
Keiretsu
Cellular flow
40. 99.99966% good
Weighted average cost of capital
Six sigma
Hoshin planning
Manufacture
41. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Supply Chain Management
Kaizen rules
Visual management system
Kanban
42. 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
Transport waste
Mura
Visual management system
Motion waste
43. Try to defer variation - keep generic for as long as possible
Kanban
Product variation funnel
Supply chain components
Supply chain
44. First in first out first piece of inventory required in an operating step is the one delivered first
MRP
FIFO
Deming cycle
PDCA
45. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Six sigma
One piece flow
Transport waste
Standardised work
46. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
SMED
Value stream
Current state map
Kaizen rules
47. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
Lean supply chain
OEE
Andon light
48. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Process mapping
SMED
Transport waste
Theory of constraints
49. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Manufacture
Supply chain factors
Demand amplification mapping
Supply chain management function
50. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Supermarket
MOQ
Lean supply chain elements
Process mapping