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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. 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
PDCA
Quality filter mapping
Cellular flow
Process mapping
2. The 4 ribs or bones are Man - Machine - Materials and Methods
Kanban
Cause and effect (fishbone) diagram
Product variation funnel
CANDO
3. 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
Production levelling
Value stream map
Inventory waste
Work balancing
4. 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
Current state map
Supply Chain Response Matrix
SIPOC
CANDO
5. Value left axis -Success probability right axis - height of bar shows effort involved?
Project desirability matrix
Supply chain factors
Demand amplification mapping
SMED
6. Try to defer variation - keep generic for as long as possible
CTD
VSM
CPFR
Product variation funnel
7. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Overproducing waste
Visual management system
Logistics
CANDO
8. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Andon light
Lean supply chain elements
Demand amplification mapping
VVCPP
9. Visual 'call for help' system - means a Japanese paper lantern
Andon light
Flow
Inventory turn
TPM Total Productive Maintenance
10. All activities associated with a product from raw material to final customer.
Cycle time
LESAT
Supply chain
Quality filter mapping
11. A set of businesses with interlocking business relationships and shareholdings
Cause and effect (fishbone) diagram
VVCPP
WIIFM
Keiretsu
12. Ship - store - move - make - pack - distribute - store - sell - return - service
Overproducing waste
JIT Just in Time
VVCPP
Manufacture
13. Unevenness - Rocks in the stream - hidden by inventory
Lean thinking goals
Supply chain factors
Visual management system
Mura
14. The minimum number of parts - including units in machines - required to keep a cell or process moving
Supply chain variability factors
Theory of constraints
Standard in-process inventory
WIIFM
15. Factors that influence quality. Technology quality reliability delivery customer-service environment
Supply chain variability factors
TQRDCE
Standardised work
Right First Time
16. 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
Cause and effect (fishbone) diagram
Inventory waste
Takt time
Process cycle time or lead time
17. Plan Do Check Act
Lean thinking goals
PDCA
Takt time
Defects waste
18. 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
WIIFM
Project desirability matrix
Motion waste
OEE
19. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
MRP
Quality filter mapping
TPM Total Productive Maintenance
20. 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
Standardised work
Lean implementation
VSM
Work balancing
21. 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
ERP
Right First Time
Standard in-process inventory
Kaizen rules
22. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
SMED
Transport waste
Visual management system
Lean supply chain
23. Material requisition planning
TIM WOOD
Kaizen rules
MRP
Opportunity time
24. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
DMAIC
Cycle time
Principles of lean thinking
Cause and effect (fishbone) diagram
25. 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?
Demand flow technology
Process cycle time or lead time
ERP
Value levels in an organisation
26. Procurement - Manufacturing - Warehousing - Distribution - Customers
PDCA
Perfection
Theory of constraints
Supply chain components
27. Visual description of an activity
Process mapping
JIT Just in Time
Supply chain components
FIFO
28. Usually around 8-10%
Opportunity time
Weighted average cost of capital
PDCA
Theory of constraints
29. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Andon light
OEE
Production levelling
Supply chain drivers
30. 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
Value stream map
Lean supply chain elements
Cycle time
31. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Lean thinking goals
Kanban
Supply chain components
Waiting waste
32. 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
Right First Time
SMED
SMART
Deming cycle
33. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Kaizen
One piece flow
JIT Just in Time
Manufacture
34. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
TPM Total Productive Maintenance
Lean supply chain elements
Supply chain factors
PDCA
35. Quantity of inventory against time showing batch size at different points
Waiting waste
Supply chain
Process mapping
Demand amplification mapping
36. '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
Demand amplification mapping
Supply Chain Management
Overprocessing waste
PDCA
37. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Lean thinking goals
Overproducing waste
Flow
Supply chain factors
38. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Process mapping
Supply chain management function
Opportunity time
SMART
39. Averages both the volume and sequence of different model types
Waiting waste
Production levelling
VMI
WIIFM
40. 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
Demand flow technology
FMEA
Value stream
Takt time
41. Change for the better - continuous improvement
Kaizen
DMAIC
Production levelling
Lean supply chain
42. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Value creation framework (Murman 2002)
Spaghetti diagram
Principles of lean thinking
Traditional supply chain
43. 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
Andon light
TIM WOOD
Supply chain management function
Inventory turn
44. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Deming cycle
Work balancing
Supply chain components
Value levels in an organisation
45. 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
JIT Just in Time
Takt time
CPFR
MOQ
46. 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
Drum buffer rope
TPM Total Productive Maintenance
OEE
FIFO
47. Focus on the biggest problem because it is the rate limiting step
Value levels in an organisation
Supply Chain Response Matrix
Work balancing
Theory of constraints
48. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
Inventory waste
Supply Chain Response Matrix
Kanban
49. Plan Do Check Act
CANDO
Overprocessing waste
FMEA
Deming cycle
50. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
One piece flow
VMI
Cellular flow