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Test your basic knowledge |
Lean Supply Chain
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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. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
RCA Root cause analysis
Inventory turn
PDCA
2. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
Cause and effect (fishbone) diagram
Right First Time
Process cycle time or lead time
3. 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
VSM
Current state map
Cause and effect (fishbone) diagram
VVCPP
4. Collaborative planning forecast replenishment -aka VMI
Lean thinking goals
CPFR
Weighted average cost of capital
TQRDCE
5. Overall equipment effectiveness: availability x performance x quality yield measured in hours
LESAT
OEE
Project desirability matrix
Work balancing
6. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
WIIFM
Weighted average cost of capital
FMEA
7. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean thinking goals
WIIFM
FMEA
MRP
8. 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
Demand flow technology
Supply Chain Response Matrix
Current state map
Right First Time
9. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
Kanban
VMI
Perfection
10. 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?
JIT Just in Time
ERP
FIFO
Process cycle time or lead time
11. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Drum buffer rope
Supply chain
Current state map
Demand amplification mapping
12. Value left axis -Success probability right axis - height of bar shows effort involved?
FMEA
MRP
Cellular flow
Project desirability matrix
13. Vendor Managed Inventory
Theory of constraints
VMI
Supply chain drivers
DMAIC
14. Procurement - Manufacturing - Warehousing - Distribution - Customers
Keiretsu
Kanban
Deming cycle
Supply chain components
15. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Supermarket
Kaizen
CTD
TIM WOOD
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
Inventory waste
Perfection
VSM
Deming cycle
17. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Overprocessing waste
Spaghetti diagram
RCA Root cause analysis
VMI
18. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
Visual management system
TQRDCE
SMART
19. 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
CPFR
JIT Just in Time
Perfection
DMAIC
20. Unevenness - Rocks in the stream - hidden by inventory
Mura
VMI
Theory of constraints
Lean thinking
21. 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
FMEA
5S
Transport waste
Theory of constraints
22. What's in it for me?
Motion waste
WIIFM
Flow
CANDO
23. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Logistics
Process cycle time or lead time
TQRDCE
LESAT
24. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
OEE
Supply chain
Demand amplification mapping
Lean supply chain elements
25. Each step in process should be as close to Takt time as possible
Hoshin planning
Project desirability matrix
RCA Root cause analysis
Work balancing
26. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
Andon light
Traditional supply chain
Lean supply chain
27. Visual description of an activity
TQRDCE
Process mapping
Hoshin planning
Process cycle time or lead time
28. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Principles of lean thinking
Visual management system
Product variation funnel
Process cycle time or lead time
29. Ship - store - move - make - pack - distribute - store - sell - return - service
Kaizen
VSM
Hoshin planning
Manufacture
30. Bill of materials
Supply chain components
BOM
Motion waste
CPFR
31. Averages both the volume and sequence of different model types
5S
Current state map
Production levelling
PDCA
32. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Weighted average cost of capital
Kaizen blitz
Standardised work
Cycle time
33. 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
Value stream map
FMEA
Kaizen blitz
34. 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
Supply chain drivers
TPM Total Productive Maintenance
Supply chain components
FIFO
35. Plan Do Check Act
LESAT
FMEA
Project desirability matrix
Deming cycle
36. Suppliers inputs process outputs customers
Cycle time
Current state map
SIPOC
CTD
37. Define measure analyse improve control
VVCPP
Lean implementation
TIM WOOD
DMAIC
38. Minimum order quantity
Lean supply chain
Supermarket
Overprocessing waste
MOQ
39. Usually around 8-10%
Weighted average cost of capital
DMAIC
Spaghetti diagram
Standard in-process inventory
40. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Lean supply chain
Perfection
Principles of lean thinking
TQRDCE
41. Try to defer variation - keep generic for as long as possible
Demand flow technology
RCA Root cause analysis
Product variation funnel
Supply chain variability factors
42. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Project desirability matrix
Defects waste
JIT Just in Time
Weighted average cost of capital
43. Enterprise Resource Planning eg SAP - JD Edwards
Visual management system
ERP
Cause and effect (fishbone) diagram
OEE
44. Throw out old fixed ideas on how to do things - No blame - treat others as you want to be treated - Think positive - don't say you can't - Don't wait for perfection - 50% improvement now is fine - Correct mistakes as son as they are found - Don't sub
Quality filter mapping
Kaizen rules
Value levels in an organisation
PDCA
45. '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
Kaizen blitz
Inventory turn
SMART
46. 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
Supply chain variability factors
Drum buffer rope
Value creation framework (Murman 2002)
Cellular flow
47. 99.99966% good
Six sigma
Cellular flow
Product variation funnel
Quality filter mapping
48. A set of businesses with interlocking business relationships and shareholdings
Poka yoke
Demand amplification mapping
Transport waste
Keiretsu
49. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
SIPOC
WIIFM
Deming cycle
Modern supply chain
50. Cumulative trauma disorder
Kaizen blitz
Modern supply chain
CTD
Work balancing
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