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Test your basic knowledge |
Lean Supply Chain
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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. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Weighted average cost of capital
Cellular flow
Demand amplification mapping
Manufacture
2. 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)
Supply Chain Response Matrix
Work balancing
Perfection
Six sigma
3. 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
Theory of constraints
Lean implementation
Manufacture
Standardised work
4. Vendor Managed Inventory
VMI
Supply chain management function
FMEA
VSM
5. 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
BOM
Value levels in an organisation
PDCA
6. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
5S
LESAT
Perfection
Supply chain factors
7. 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
5S
Production levelling
LESAT
WIIFM
8. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Cycle time
TPM Total Productive Maintenance
Supply chain drivers
Supply Chain Management
9. '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
Supply Chain Management
RCA Root cause analysis
CPFR
Lean supply chain elements
10. 99.99966% good
FMEA
ERP
Six sigma
Kanban
11. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Mura
Supply chain management function
Modern supply chain
Drum buffer rope
12. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
RCA Root cause analysis
5S
VVCPP
13. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Overprocessing waste
FIFO
Right First Time
Visual management system
14. What's in it for me?
Product variation funnel
Cellular flow
WIIFM
Transport waste
15. 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
VVCPP
Demand amplification mapping
DMAIC
16. Collaborative planning forecast replenishment -aka VMI
Waiting waste
Drum buffer rope
Standard in-process inventory
CPFR
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
SMART
Inventory waste
Hoshin planning
Flow
18. All activities associated with a product from raw material to final customer.
Production levelling
Value levels in an organisation
Mura
Supply chain
19. 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
Process cycle time or lead time
DMAIC
Motion waste
Logistics
20. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Process cycle time or lead time
TIM WOOD
Supply Chain Management
Kaizen
21. Ship - store - move - make - pack - distribute - store - sell - return - service
Visual management system
Manufacture
PDCA
Perfection
22. 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
Theory of constraints
Standardised work
Hoshin planning
Demand flow technology
23. In theory of constraints drum is the rate of the constraint - buffer is stocks to supply - rope is limit on upstream production to prevent flooding.
Supply Chain Response Matrix
Cause and effect (fishbone) diagram
Supply chain drivers
Drum buffer rope
24. The minimum number of parts - including units in machines - required to keep a cell or process moving
Manufacture
Supply chain variability factors
RCA Root cause analysis
Standard in-process inventory
25. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Demand amplification mapping
Right First Time
Traditional supply chain
MOQ
26. 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
Traditional supply chain
Value creation framework (Murman 2002)
Logistics
LESAT
27. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Defects waste
Standardised work
Drum buffer rope
Supply chain management function
28. Unevenness - Rocks in the stream - hidden by inventory
VSM
FMEA
Supply chain factors
Mura
29. Plan Do Check Act
Demand amplification mapping
Logistics
Supply Chain Management
Deming cycle
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
Cellular flow
Opportunity time
Overproducing waste
FMEA
31. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Overproducing waste
Flow
TQRDCE
Theory of constraints
32. Minimum order quantity
Supply chain management function
Right First Time
Overprocessing waste
MOQ
33. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Traditional supply chain
TQRDCE
VMI
OEE
34. Material requisition planning
MRP
MOQ
Demand flow technology
Waiting waste
35. 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?
Process cycle time or lead time
RCA Root cause analysis
Cellular flow
Lean supply chain
36. 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
Inventory turn
Value levels in an organisation
Current state map
Kaizen
37. First in first out first piece of inventory required in an operating step is the one delivered first
Lean thinking goals
Spaghetti diagram
Hoshin planning
FIFO
38. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Cycle time
Modern supply chain
TQRDCE
Process cycle time or lead time
39. 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
Overprocessing waste
Supply chain factors
Drum buffer rope
Flow
40. The 4 ribs or bones are Man - Machine - Materials and Methods
Cause and effect (fishbone) diagram
TQRDCE
TQRDCE
Traditional supply chain
41. 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
Value stream map
Modern supply chain
Weighted average cost of capital
PDCA
42. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Supply chain drivers
Supermarket
Lean implementation
Lean thinking goals
43. 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
Process cycle time or lead time
Takt time
LESAT
Drum buffer rope
44. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Cycle time
Value levels in an organisation
SMART
Right First Time
45. Bill of materials
Drum buffer rope
BOM
MRP
Supply chain variability factors
46. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Drum buffer rope
Overproducing waste
Manufacture
TQRDCE
47. Try to defer variation - keep generic for as long as possible
Product variation funnel
TIM WOOD
Flow
FMEA
48. 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
Lean supply chain elements
Poka yoke
Supply chain components
Inventory turn
49. Change for the better - continuous improvement
Demand amplification mapping
Modern supply chain
Lean thinking goals
Kaizen
50. 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)
Supply chain factors
VVCPP
Standard in-process inventory
Deming cycle
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