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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. Collaborative planning forecast replenishment -aka VMI
Current state map
TPM Total Productive Maintenance
CPFR
Standard in-process inventory
2. Visual description of an activity
DMAIC
Traditional supply chain
Cause and effect (fishbone) diagram
Process mapping
3. A set of businesses with interlocking business relationships and shareholdings
Value levels in an organisation
Keiretsu
Mura
DMAIC
4. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
Mura
Spaghetti diagram
Opportunity time
5. Each step in process should be as close to Takt time as possible
TQRDCE
Kaizen
Work balancing
Right First Time
6. The minimum number of parts - including units in machines - required to keep a cell or process moving
Standard in-process inventory
Perfection
MOQ
Right First Time
7. 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
SMART
Poka yoke
Right First Time
Value stream map
8. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Flow
OEE
Cause and effect (fishbone) diagram
Cellular flow
9. Quantity of inventory against time showing batch size at different points
Cycle time
Supply chain management function
Quality filter mapping
Demand amplification mapping
10. 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
Lean supply chain
Demand flow technology
CANDO
Product variation funnel
11. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Process cycle time or lead time
Supermarket
Supply chain
Drum buffer rope
12. First in first out first piece of inventory required in an operating step is the one delivered first
Lean thinking
FIFO
LESAT
TPM Total Productive Maintenance
13. Human foolproofing eg cannot insert 3-pin plug wrong way up
Poka yoke
Mura
OEE
Kanban
14. Lean enterprise self assessment tool - proprietary MIT have to buy
Flow
Lean supply chain elements
FIFO
LESAT
15. 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
WIIFM
Supply Chain Management
TIM WOOD
VSM
16. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Value stream map
Theory of constraints
Overproducing waste
Standardised work
17. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Flow
Lean thinking goals
Visual management system
CTD
18. Value left axis -Success probability right axis - height of bar shows effort involved?
Project desirability matrix
Keiretsu
Supply chain management function
Value creation framework (Murman 2002)
19. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Takt time
Opportunity time
Supply chain variability factors
BOM
20. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Kaizen blitz
Cycle time
Theory of constraints
TIM WOOD
21. All activities associated with a product from raw material to final customer.
Cellular flow
Demand amplification mapping
Supply chain
Deming cycle
22. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Supply chain factors
Flow
DMAIC
Overprocessing waste
23. Averages both the volume and sequence of different model types
Production levelling
5S
Lean thinking
WIIFM
24. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Defects waste
Inventory turn
Lean thinking goals
Lean supply chain elements
25. Procurement - Manufacturing - Warehousing - Distribution - Customers
Flow
Waiting waste
Supply chain variability factors
Supply chain components
26. Bill of materials
Lean supply chain elements
TQRDCE
DMAIC
BOM
27. '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
BOM
Supply Chain Management
Lean thinking
Six sigma
28. 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)
Demand amplification mapping
Perfection
VVCPP
Motion waste
29. 99.99966% good
RCA Root cause analysis
Six sigma
SMART
Supply chain management function
30. 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
Kaizen rules
VVCPP
Takt time
5S
31. Non value added time. The potential non-production time that can be eliminated from a process
Opportunity time
Kaizen blitz
Work balancing
Value levels in an organisation
32. What's in it for me?
Standard in-process inventory
Inventory waste
Manufacture
WIIFM
33. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Current state map
Cellular flow
SMART
Motion waste
34. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Value levels in an organisation
Supply chain components
Weighted average cost of capital
Motion waste
35. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
MRP
DMAIC
Theory of constraints
Waiting waste
36. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Transport waste
VVCPP
Defects waste
Hoshin planning
37. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Drum buffer rope
Supply chain drivers
Principles of lean thinking
ERP
38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Mura
SMED
Quality filter mapping
Principles of lean thinking
39. 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
Hoshin planning
Kanban
VVCPP
40. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Motion waste
Supply chain management function
Kaizen blitz
OEE
41. Minimum order quantity
Andon light
MOQ
Perfection
FMEA
42. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Demand amplification mapping
Inventory turn
Lean thinking goals
Supply chain components
43. 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
Lean implementation
Principles of lean thinking
Standardised work
Current state map
44. 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)
Modern supply chain
Project desirability matrix
VVCPP
TIM WOOD
45. 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
Right First Time
Overproducing waste
Process cycle time or lead time
Lean implementation
46. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Keiretsu
Supply chain variability factors
VMI
Visual management system
47. 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
Quality filter mapping
Demand amplification mapping
Inventory waste
Motion waste
48. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
VMI
Demand amplification mapping
Supply Chain Response Matrix
Six sigma
49. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
SMART
TIM WOOD
Demand amplification mapping
Cause and effect (fishbone) diagram
50. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Supply chain drivers
CANDO
Value levels in an organisation
Lean thinking goals
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