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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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study here
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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
Lean thinking
Keiretsu
Overprocessing waste
Defects waste
2. Procurement - Manufacturing - Warehousing - Distribution - Customers
Kaizen
Principles of lean thinking
Supply chain components
Flow
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
Cellular flow
Kanban
TIM WOOD
VSM
4. 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
Manufacture
Motion waste
Overprocessing waste
Kanban
5. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
SIPOC
Demand flow technology
Supply chain factors
Lean thinking goals
6. Each step in process should be as close to Takt time as possible
Work balancing
Product variation funnel
Supply Chain Response Matrix
CPFR
7. 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
Value levels in an organisation
Flow
Kanban
WIIFM
8. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Process cycle time or lead time
Logistics
Six sigma
Hoshin planning
9. Unevenness - Rocks in the stream - hidden by inventory
Standardised work
Waiting waste
Traditional supply chain
Mura
10. First in first out first piece of inventory required in an operating step is the one delivered first
Overproducing waste
Andon light
Manufacture
FIFO
11. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Drum buffer rope
Six sigma
BOM
Lean supply chain
12. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
BOM
RCA Root cause analysis
Cycle time
13. Factors that influence quality. Technology quality reliability delivery customer-service environment
Value creation framework (Murman 2002)
TQRDCE
Deming cycle
CANDO
14. 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
TQRDCE
Lean supply chain
JIT Just in Time
15. All activities associated with a product from raw material to final customer.
Demand flow technology
Production levelling
Supply chain
VMI
16. '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
Overproducing waste
Kaizen
Supply Chain Management
Transport waste
17. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
VVCPP
Supermarket
RCA Root cause analysis
18. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Supply chain components
Value levels in an organisation
Cycle time
Standardised work
19. Collaborative planning forecast replenishment -aka VMI
Demand amplification mapping
SMART
CPFR
FIFO
20. 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
Value creation framework (Murman 2002)
Production levelling
Takt time
Lean implementation
21. Vendor Managed Inventory
Principles of lean thinking
VMI
Supermarket
SIPOC
22. Quantity of inventory against time showing batch size at different points
Cellular flow
Inventory waste
Demand amplification mapping
TQRDCE
23. 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)
Transport waste
VVCPP
Demand amplification mapping
Kaizen rules
24. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
TQRDCE
BOM
Supply chain components
25. 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
Value levels in an organisation
TQRDCE
Current state map
Quality filter mapping
26. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Demand amplification mapping
Inventory waste
Production levelling
Theory of constraints
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
TPM Total Productive Maintenance
Lean implementation
RCA Root cause analysis
Kaizen rules
28. Non value added time. The potential non-production time that can be eliminated from a process
Manufacture
Opportunity time
Lean implementation
Production levelling
29. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Weighted average cost of capital
Spaghetti diagram
Visual management system
Deming cycle
30. 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
Cause and effect (fishbone) diagram
ERP
Demand flow technology
Production levelling
31. 99.99966% good
Production levelling
Value levels in an organisation
MRP
Six sigma
32. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Spaghetti diagram
TQRDCE
Andon light
Transport waste
33. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Supply chain variability factors
Process mapping
Drum buffer rope
VSM
34. Human foolproofing eg cannot insert 3-pin plug wrong way up
Supply chain
Process mapping
5S
Poka yoke
35. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
TQRDCE
Process mapping
Supply chain drivers
Value stream
36. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
JIT Just in Time
FMEA
Theory of constraints
37. Bill of materials
Standard in-process inventory
BOM
Hoshin planning
Right First Time
38. 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.
SMED
Demand flow technology
Drum buffer rope
Theory of constraints
39. The 4 ribs or bones are Man - Machine - Materials and Methods
Project desirability matrix
Motion waste
Lean thinking
Cause and effect (fishbone) diagram
40. Define measure analyse improve control
DMAIC
MRP
Lean supply chain
Current state map
41. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
SMED
Value levels in an organisation
Lean supply chain
42. Suppliers inputs process outputs customers
ERP
Standardised work
SIPOC
Principles of lean thinking
43. Vertical y axis stock in days - Horizontal x axis Lead time in days
SIPOC
Inventory turn
Supply Chain Response Matrix
DMAIC
44. 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
Kaizen rules
TPM Total Productive Maintenance
Standard in-process inventory
Perfection
45. What's in it for me?
Kanban
SMART
Lean supply chain
WIIFM
46. Enterprise Resource Planning eg SAP - JD Edwards
Kanban
FMEA
ERP
Process cycle time or lead time
47. Plan Do Check Act
Manufacture
SMART
Supply chain components
PDCA
48. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Traditional supply chain
Poka yoke
Flow
Demand amplification mapping
49. The minimum number of parts - including units in machines - required to keep a cell or process moving
Spaghetti diagram
Andon light
Standard in-process inventory
CPFR
50. Visual 'call for help' system - means a Japanese paper lantern
Inventory turn
Andon light
Quality filter mapping
DMAIC
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