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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. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
Drum buffer rope
TQRDCE
Production levelling
2. Human foolproofing eg cannot insert 3-pin plug wrong way up
Hoshin planning
Kaizen rules
Poka yoke
Theory of constraints
3. Collaborative planning forecast replenishment -aka VMI
CPFR
Demand amplification mapping
Drum buffer rope
Supply chain factors
4. The minimum number of parts - including units in machines - required to keep a cell or process moving
CTD
Production levelling
Standard in-process inventory
Opportunity time
5. Suppliers inputs process outputs customers
MOQ
SIPOC
Supply Chain Response Matrix
Product variation funnel
6. Procurement - Manufacturing - Warehousing - Distribution - Customers
Value creation framework (Murman 2002)
Supply chain components
Supply chain factors
Demand amplification mapping
7. Visual description of an activity
CTD
Opportunity time
Waiting waste
Process mapping
8. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Supply Chain Management
VMI
OEE
9. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Overproducing waste
JIT Just in Time
BOM
SMART
10. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Standard in-process inventory
Defects waste
Principles of lean thinking
Project desirability matrix
11. All activities associated with a product from raw material to final customer.
MRP
JIT Just in Time
Supply chain
Spaghetti diagram
12. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Right First Time
Cycle time
TIM WOOD
Manufacture
13. '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
Lean supply chain
Manufacture
Traditional supply chain
14. Vertical y axis stock in days - Horizontal x axis Lead time in days
Manufacture
Modern supply chain
Supply Chain Response Matrix
Overprocessing waste
15. Quantity of inventory against time showing batch size at different points
Product variation funnel
Value stream map
Demand amplification mapping
Supply chain
16. 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
Product variation funnel
Manufacture
VSM
CPFR
17. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Visual management system
Kaizen
Spaghetti diagram
Lean thinking goals
18. Focus on the biggest problem because it is the rate limiting step
Supply chain management function
DMAIC
Supermarket
Theory of constraints
19. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Quality filter mapping
CPFR
Value levels in an organisation
Kaizen blitz
20. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Mura
Kaizen blitz
Flow
21. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
ERP
Kanban
Weighted average cost of capital
22. 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
Standard in-process inventory
CPFR
Value creation framework (Murman 2002)
CTD
23. Enterprise Resource Planning eg SAP - JD Edwards
Overprocessing waste
Traditional supply chain
ERP
Supply Chain Response Matrix
24. 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
5S
CPFR
Right First Time
Kaizen
25. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Value creation framework (Murman 2002)
Cycle time
Waiting waste
LESAT
26. 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)
VVCPP
Mura
Defects waste
Six sigma
27. 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 goals
Motion waste
Andon light
Overprocessing waste
28. 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
Drum buffer rope
Visual management system
Waiting waste
FMEA
29. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Weighted average cost of capital
Takt time
Manufacture
OEE
30. Material requisition planning
MRP
Standardised work
Mura
Manufacture
31. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
BOM
Defects waste
SMART
Supermarket
32. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
FIFO
Spaghetti diagram
Kaizen blitz
33. 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
Andon light
ERP
Transport waste
Kanban
34. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Traditional supply chain
Supply chain
FIFO
Product variation funnel
35. Value left axis -Success probability right axis - height of bar shows effort involved?
Six sigma
SIPOC
TIM WOOD
Project desirability matrix
36. Minimum order quantity
Value levels in an organisation
MOQ
VVCPP
TIM WOOD
37. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Traditional supply chain
One piece flow
Theory of constraints
Process cycle time or lead time
38. The 4 ribs or bones are Man - Machine - Materials and Methods
Kanban
Lean thinking goals
LESAT
Cause and effect (fishbone) diagram
39. 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
LESAT
Opportunity time
Demand flow technology
Drum buffer rope
40. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Supply chain factors
Product variation funnel
Supply chain drivers
Cause and effect (fishbone) diagram
41. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
Work balancing
Overproducing waste
Standard in-process inventory
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
VSM
Value creation framework (Murman 2002)
TPM Total Productive Maintenance
Demand amplification mapping
43. 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
Cause and effect (fishbone) diagram
Lean implementation
Andon light
Quality filter mapping
44. Visual 'call for help' system - means a Japanese paper lantern
Andon light
TIM WOOD
Spaghetti diagram
Value stream map
45. Change for the better - continuous improvement
Supermarket
Kaizen
Standard in-process inventory
Lean implementation
46. 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
Supply chain management function
Supermarket
Cellular flow
47. 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
SMART
Standardised work
Cause and effect (fishbone) diagram
Standard in-process inventory
48. 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.
Traditional supply chain
Supply Chain Response Matrix
Drum buffer rope
Manufacture
49. Define measure analyse improve control
Deming cycle
Standardised work
DMAIC
Perfection
50. Try to defer variation - keep generic for as long as possible
Principles of lean thinking
Perfection
Product variation funnel
5S