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Lean Supply Chain

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. '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






2. IT - Inbound logistics - Outbound logistics - Quality - Technology/design






3. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers






4. Link activities and processes into most efficient combinations to maximise value added content while minimising waste






5. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






6. Identify value - Map value stream - Create flow - Establish flow - Seek perfection






7. 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






8. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance






9. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan






10. The 4 ribs or bones are Man - Machine - Materials and Methods






11. Visual 'call for help' system - means a Japanese paper lantern






12. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties






13. Non value added time. The potential non-production time that can be eliminated from a process






14. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996






15. 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)






16. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






17. 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






18. 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






19. A set of businesses with interlocking business relationships and shareholdings






20. Short focused burst of activity used to complement Kaizen thinking






21. Averages both the volume and sequence of different model types






22. 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






23. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban






24. Minimum order quantity






25. Factors that influence quality. Technology quality reliability delivery customer-service environment






26. 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






27. 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






28. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






29. Collaborative planning forecast replenishment -aka VMI






30. Suppliers inputs process outputs customers






31. Visual description of an activity






32. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)






33. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis






34. Plan Do Check Act






35. 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






36. 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






37. 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






38. 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






39. Focus on the biggest problem because it is the rate limiting step






40. 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






41. 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






42. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats






43. Vertical y axis stock in days - Horizontal x axis Lead time in days






44. First in first out first piece of inventory required in an operating step is the one delivered first






45. Try to defer variation - keep generic for as long as possible






46. Unevenness - Rocks in the stream - hidden by inventory






47. Define measure analyse improve control






48. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time






49. The minimum number of parts - including units in machines - required to keep a cell or process moving






50. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process







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