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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. 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
Project desirability matrix
Spaghetti diagram
Supply chain factors
5S
2. 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
Motion waste
Drum buffer rope
Process cycle time or lead time
Supply chain factors
3. 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
Lean supply chain
Hoshin planning
TQRDCE
Cellular flow
4. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
SIPOC
Value levels in an organisation
Supply chain variability factors
Lean thinking goals
5. All activities associated with a product from raw material to final customer.
Process mapping
VSM
Deming cycle
Supply chain
6. 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
Motion waste
Takt time
Kaizen rules
Traditional supply chain
7. 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
Value stream map
Demand flow technology
WIIFM
Supply chain components
8. Vendor Managed Inventory
VMI
5S
Overproducing waste
Cycle time
9. Suppliers inputs process outputs customers
Supply chain drivers
SIPOC
MOQ
Waiting waste
10. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Drum buffer rope
Value creation framework (Murman 2002)
Right First Time
SMART
11. 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
CTD
Kanban
Value creation framework (Murman 2002)
Logistics
12. First in first out first piece of inventory required in an operating step is the one delivered first
Process mapping
FIFO
Lean thinking goals
Inventory turn
13. Enterprise Resource Planning eg SAP - JD Edwards
ERP
Lean implementation
Hoshin planning
5S
14. The 4 ribs or bones are Man - Machine - Materials and Methods
Cause and effect (fishbone) diagram
Process cycle time or lead time
Flow
MOQ
15. 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
Theory of constraints
CTD
Flow
16. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Overprocessing waste
Supply chain
Lean thinking
Flow
17. Material requisition planning
MRP
Overprocessing waste
Flow
Quality filter mapping
18. 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
Defects waste
Work balancing
Process mapping
FMEA
19. 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)
Perfection
One piece flow
VVCPP
Opportunity time
20. The minimum number of parts - including units in machines - required to keep a cell or process moving
Supply chain
Standard in-process inventory
Kaizen blitz
RCA Root cause analysis
21. Define measure analyse improve control
One piece flow
DMAIC
WIIFM
Supermarket
22. Plan Do Check Act
Manufacture
Deming cycle
Supply chain drivers
Lean implementation
23. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
SMED
Weighted average cost of capital
Principles of lean thinking
CANDO
24. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Product variation funnel
Lean supply chain elements
Supply chain drivers
CANDO
25. Cumulative trauma disorder
SMART
5S
CTD
Logistics
26. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Supply Chain Response Matrix
Visual management system
TPM Total Productive Maintenance
5S
27. Quantity of inventory against time showing batch size at different points
Mura
Kaizen rules
Motion waste
Demand amplification mapping
28. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Defects waste
Spaghetti diagram
One piece flow
Principles of lean thinking
29. Short focused burst of activity used to complement Kaizen thinking
CTD
TIM WOOD
Kaizen blitz
Motion waste
30. Minimum order quantity
CTD
MOQ
Inventory turn
Cause and effect (fishbone) diagram
31. 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
VVCPP
Traditional supply chain
TQRDCE
Overprocessing waste
32. Try to defer variation - keep generic for as long as possible
WIIFM
Current state map
Lean supply chain
Product variation funnel
33. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Traditional supply chain
TQRDCE
CANDO
FMEA
34. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Opportunity time
Mura
Traditional supply chain
Supply chain factors
35. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Value levels in an organisation
Supply chain
Poka yoke
36. 99.99966% good
Supply Chain Management
Product variation funnel
Six sigma
Quality filter mapping
37. Value left axis -Success probability right axis - height of bar shows effort involved?
Principles of lean thinking
Project desirability matrix
Manufacture
SIPOC
38. Bill of materials
BOM
Drum buffer rope
Process mapping
FMEA
39. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Quality filter mapping
Defects waste
Modern supply chain
Lean supply chain
40. 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
Value stream
Lean supply chain elements
JIT Just in Time
One piece flow
41. 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
Supply chain
Drum buffer rope
Theory of constraints
VSM
42. 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
Motion waste
CANDO
TPM Total Productive Maintenance
Principles of lean thinking
43. 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
MOQ
Right First Time
Supply Chain Response Matrix
Supply Chain Management
44. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
PDCA
Lean supply chain elements
Cellular flow
Lean thinking goals
45. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Traditional supply chain
SMED
Waiting waste
Transport waste
46. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Mura
Lean thinking
Waiting waste
Lean thinking goals
47. Change for the better - continuous improvement
Opportunity time
Supply chain drivers
SMART
Kaizen
48. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Six sigma
Value stream
Traditional supply chain
Waiting waste
49. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain factors
FMEA
Supermarket
Supply chain components
50. 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
Traditional supply chain
Inventory turn
Visual management system
ERP