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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. A set of businesses with interlocking business relationships and shareholdings
Takt time
Lean thinking
Process cycle time or lead time
Keiretsu
2. Ship - store - move - make - pack - distribute - store - sell - return - service
Waiting waste
Right First Time
Manufacture
VSM
3. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Work balancing
Supply chain factors
Drum buffer rope
Lean implementation
4. 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
ERP
TPM Total Productive Maintenance
Cause and effect (fishbone) diagram
JIT Just in Time
5. The minimum number of parts - including units in machines - required to keep a cell or process moving
Standard in-process inventory
Cellular flow
Value levels in an organisation
Overprocessing waste
6. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Lean thinking
FMEA
Supply chain drivers
Spaghetti diagram
7. First in first out first piece of inventory required in an operating step is the one delivered first
FMEA
Demand amplification mapping
Andon light
FIFO
8. Short focused burst of activity used to complement Kaizen thinking
Supply chain variability factors
Supply Chain Response Matrix
Kaizen blitz
WIIFM
9. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Overproducing waste
FIFO
Standard in-process inventory
Value levels in an organisation
10. Procurement - Manufacturing - Warehousing - Distribution - Customers
Demand flow technology
LESAT
WIIFM
Supply chain components
11. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
Hoshin planning
Drum buffer rope
Waiting waste
12. Material requisition planning
Defects waste
Manufacture
Cycle time
MRP
13. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Supply chain variability factors
Opportunity time
Traditional supply chain
Overproducing waste
14. Minimum order quantity
Flow
MOQ
Supply chain management function
Motion waste
15. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Transport waste
Spaghetti diagram
Weighted average cost of capital
Overproducing waste
16. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Traditional supply chain
Supply Chain Management
Lean thinking goals
Logistics
17. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Supply chain variability factors
OEE
MOQ
BOM
18. 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
Production levelling
Kanban
Weighted average cost of capital
Perfection
19. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Supply chain components
Defects waste
Lean thinking goals
VVCPP
20. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
VMI
Demand amplification mapping
Lean supply chain elements
Right First Time
21. What's in it for me?
Supply chain management function
Deming cycle
WIIFM
DMAIC
22. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
One piece flow
Drum buffer rope
Supply chain variability factors
Standard in-process inventory
23. Cumulative trauma disorder
Inventory turn
Demand amplification mapping
CTD
Project desirability matrix
24. The 4 ribs or bones are Man - Machine - Materials and Methods
Inventory waste
Cause and effect (fishbone) diagram
VMI
FMEA
25. Non value added time. The potential non-production time that can be eliminated from a process
Opportunity time
MOQ
Andon light
Logistics
26. 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
Lean implementation
Hoshin planning
Project desirability matrix
Inventory waste
27. 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
MOQ
Lean implementation
Andon light
VVCPP
28. 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
OEE
Supply chain factors
VSM
Value creation framework (Murman 2002)
29. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Lean implementation
OEE
Lean thinking
Opportunity time
30. Human foolproofing eg cannot insert 3-pin plug wrong way up
Poka yoke
DMAIC
Manufacture
One piece flow
31. 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)
Perfection
Theory of constraints
Process cycle time or lead time
Value stream map
32. Value left axis -Success probability right axis - height of bar shows effort involved?
TQRDCE
Project desirability matrix
TQRDCE
Demand amplification mapping
33. Visual 'call for help' system - means a Japanese paper lantern
Project desirability matrix
Value levels in an organisation
Supermarket
Andon light
34. Plan Do Check Act
JIT Just in Time
FMEA
Modern supply chain
PDCA
35. 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
Quality filter mapping
Logistics
Deming cycle
Current state map
36. All activities associated with a product from raw material to final customer.
Logistics
Manufacture
Supply chain
WIIFM
37. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Demand flow technology
Process cycle time or lead time
Lean thinking
One piece flow
38. 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
Kaizen
Demand flow technology
Current state map
TPM Total Productive Maintenance
39. Quantity of inventory against time showing batch size at different points
BOM
Supply chain components
Demand amplification mapping
Motion waste
40. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
PDCA
Manufacture
Supermarket
RCA Root cause analysis
41. '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
Inventory waste
Supply Chain Management
TQRDCE
Process mapping
42. 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)
JIT Just in Time
Value creation framework (Murman 2002)
VVCPP
SIPOC
43. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Flow
Product variation funnel
TIM WOOD
BOM
44. Bill of materials
Process cycle time or lead time
BOM
Value stream
Project desirability matrix
45. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Current state map
One piece flow
Lean thinking goals
Lean supply chain
46. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Cycle time
Visual management system
Motion waste
Lean supply chain elements
47. Suppliers inputs process outputs customers
TQRDCE
FIFO
Lean supply chain
SIPOC
48. 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
Lean thinking
Production levelling
Motion waste
Demand flow technology
49. 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
RCA Root cause analysis
CANDO
VVCPP
50. 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
Demand amplification mapping
Quality filter mapping
Weighted average cost of capital
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