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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. Value left axis -Success probability right axis - height of bar shows effort involved?
Spaghetti diagram
Supply Chain Response Matrix
Kaizen blitz
Project desirability matrix
2. Enterprise Resource Planning eg SAP - JD Edwards
ERP
PDCA
Six sigma
TPM Total Productive Maintenance
3. A set of businesses with interlocking business relationships and shareholdings
Spaghetti diagram
Lean supply chain
Keiretsu
Supply Chain Management
4. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Overproducing waste
Transport waste
Weighted average cost of capital
CTD
5. Factors that influence quality. Technology quality reliability delivery customer-service environment
Six sigma
TQRDCE
FMEA
Cycle time
6. Ho - direction - Shin - needle - Strategic direction rippled down to all in organisation - Focus attention on corporate direction - Align activity to support - Integrate with daily activity of staff - Structured review of progress - Based on mgmt by
Hoshin planning
Supply Chain Management
Deming cycle
Keiretsu
7. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Takt time
Demand amplification mapping
Flow
Process mapping
8. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Production levelling
Supermarket
5S
Lean thinking goals
9. 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?
One piece flow
Value stream
Process cycle time or lead time
Supply chain components
10. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
VMI
Cycle time
Transport waste
Production levelling
11. 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
Value creation framework (Murman 2002)
Motion waste
FMEA
Poka yoke
12. Visual 'call for help' system - means a Japanese paper lantern
5S
SMED
Demand amplification mapping
Andon light
13. 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
PDCA
Keiretsu
RCA Root cause analysis
Value stream map
14. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Flow
Defects waste
Supply chain variability factors
TIM WOOD
15. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Process cycle time or lead time
Value stream map
Defects waste
Kanban
16. Cumulative trauma disorder
Overproducing waste
CTD
Mura
Overprocessing waste
17. 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
Process mapping
Lean supply chain
Traditional supply chain
Right First Time
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
Logistics
Kanban
Supply chain components
Product variation funnel
19. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
FIFO
WIIFM
Traditional supply chain
Work balancing
20. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Lean supply chain
Value levels in an organisation
Standard in-process inventory
Traditional supply chain
21. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Standardised work
CANDO
SMART
22. 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
Work balancing
TQRDCE
Supply Chain Management
Demand flow technology
23. Ship - store - move - make - pack - distribute - store - sell - return - service
Supply Chain Response Matrix
Manufacture
BOM
OEE
24. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Waiting waste
SMED
Traditional supply chain
VMI
25. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Project desirability matrix
Supply chain management function
Logistics
Lean thinking
26. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Supply chain drivers
Supply chain
SMART
Manufacture
27. 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)
Cause and effect (fishbone) diagram
Drum buffer rope
Modern supply chain
28. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Inventory turn
Waiting waste
Logistics
Supply chain management function
29. Human foolproofing eg cannot insert 3-pin plug wrong way up
WIIFM
Poka yoke
TPM Total Productive Maintenance
TQRDCE
30. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Inventory turn
Supply chain factors
Poka yoke
MRP
31. Plan Do Check Act
Value stream map
Right First Time
LESAT
PDCA
32. Unevenness - Rocks in the stream - hidden by inventory
SMART
Andon light
Lean supply chain
Mura
33. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
VSM
Weighted average cost of capital
Quality filter mapping
TQRDCE
34. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
LESAT
DMAIC
Deming cycle
Lean thinking
35. 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
One piece flow
Principles of lean thinking
Lean supply chain elements
36. Visual description of an activity
TIM WOOD
OEE
Process mapping
Right First Time
37. Collaborative planning forecast replenishment -aka VMI
CPFR
Work balancing
Right First Time
DMAIC
38. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
SMART
Hoshin planning
Flow
Supply chain factors
39. Quantity of inventory against time showing batch size at different points
Demand amplification mapping
RCA Root cause analysis
Supply chain
TIM WOOD
40. Procurement - Manufacturing - Warehousing - Distribution - Customers
Traditional supply chain
Demand amplification mapping
Cycle time
Supply chain components
41. Bill of materials
Perfection
BOM
SMED
Work balancing
42. Vendor Managed Inventory
BOM
VMI
Inventory waste
CANDO
43. Each step in process should be as close to Takt time as possible
Value stream map
Work balancing
Supply chain drivers
Kanban
44. Define measure analyse improve control
Kaizen
Weighted average cost of capital
Quality filter mapping
DMAIC
45. Change for the better - continuous improvement
Deming cycle
Kaizen
DMAIC
Value creation framework (Murman 2002)
46. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Quality filter mapping
Drum buffer rope
Overproducing waste
Demand flow technology
47. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
TPM Total Productive Maintenance
Spaghetti diagram
Flow
Right First Time
48. Lean enterprise self assessment tool - proprietary MIT have to buy
Defects waste
LESAT
Lean implementation
Flow
49. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
CTD
Perfection
Overproducing waste
50. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
SMART
Keiretsu
Work balancing
Lean supply chain elements