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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. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Visual management system
OEE
Opportunity time
Supply chain management function
2. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Production levelling
TIM WOOD
Defects waste
Quality filter mapping
3. First in first out first piece of inventory required in an operating step is the one delivered first
FIFO
Overproducing waste
DMAIC
Current state map
4. 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)
5S
Visual management system
Overproducing waste
Perfection
5. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Deming cycle
Cycle time
SMART
6. The minimum number of parts - including units in machines - required to keep a cell or process moving
Lean thinking goals
Poka yoke
TQRDCE
Standard in-process inventory
7. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Inventory waste
Value stream
SMART
FMEA
8. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Cellular flow
CANDO
Weighted average cost of capital
Value levels in an organisation
9. Value left axis -Success probability right axis - height of bar shows effort involved?
Project desirability matrix
Value creation framework (Murman 2002)
Transport waste
VVCPP
10. Collaborative planning forecast replenishment -aka VMI
TQRDCE
WIIFM
CPFR
DMAIC
11. Bill of materials
Cellular flow
Opportunity time
SIPOC
BOM
12. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
MOQ
RCA Root cause analysis
One piece flow
Right First Time
13. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Supply chain drivers
Project desirability matrix
Principles of lean thinking
Supply chain factors
14. The 4 ribs or bones are Man - Machine - Materials and Methods
TQRDCE
Cause and effect (fishbone) diagram
Production levelling
Process mapping
15. Non value added time. The potential non-production time that can be eliminated from a process
Cellular flow
Opportunity time
Kanban
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
Value levels in an organisation
Spaghetti diagram
Supply Chain Management
Visual management system
17. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Drum buffer rope
Value creation framework (Murman 2002)
CANDO
Kaizen
18. Visual 'call for help' system - means a Japanese paper lantern
Hoshin planning
Work balancing
Andon light
Theory of constraints
19. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Inventory waste
Process cycle time or lead time
Modern supply chain
Supply chain variability factors
20. 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
Perfection
CANDO
Value creation framework (Murman 2002)
Motion waste
21. Plan Do Check Act
DMAIC
CTD
Work balancing
PDCA
22. More work effort than necessary eg reviews - reports - cc-ing emails. Caused by lack of communication - teamwork - inappropriate decision making. Solved by focussing on customer value. - 5S - Value stream map - Whys RCA - PDCA
Lean supply chain elements
Overprocessing waste
Principles of lean thinking
Supply chain variability factors
23. Vendor Managed Inventory
SMART
VMI
Weighted average cost of capital
Visual management system
24. 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
CPFR
Kaizen rules
Principles of lean thinking
MRP
25. Vertical y axis stock in days - Horizontal x axis Lead time in days
Supply Chain Response Matrix
Overprocessing waste
Visual management system
Process mapping
26. Lean enterprise self assessment tool - proprietary MIT have to buy
ERP
LESAT
Cellular flow
Demand amplification mapping
27. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Mura
JIT Just in Time
OEE
VVCPP
28. Minimum order quantity
Modern supply chain
TPM Total Productive Maintenance
Demand amplification mapping
MOQ
29. Each step in process should be as close to Takt time as possible
Work balancing
Lean thinking goals
Process cycle time or lead time
Kanban
30. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Lean thinking
Traditional supply chain
Perfection
TPM Total Productive Maintenance
31. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Cause and effect (fishbone) diagram
Cycle time
Supply chain
Perfection
32. 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
LESAT
Supply chain
VSM
Supply chain drivers
33. How long it takes to use all the stock that you have usually per year eg annual cost of sales over value of current inventory. It's a bigger number if you keep less of the stock that's used
Waiting waste
Inventory turn
Transport waste
Kaizen blitz
34. All activities associated with a product from raw material to final customer.
Supply chain drivers
Supply chain
Logistics
LESAT
35. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Overproducing waste
Supply chain components
Demand amplification mapping
CPFR
36. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Right First Time
Poka yoke
Logistics
Supermarket
37. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Demand flow technology
One piece flow
Hoshin planning
Right First Time
38. 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
Flow
CANDO
Lean implementation
Traditional supply chain
39. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Transport waste
Supply chain drivers
Demand flow technology
TQRDCE
40. Material requisition planning
Standardised work
MRP
Lean thinking goals
Waiting waste
41. Unevenness - Rocks in the stream - hidden by inventory
Opportunity time
LESAT
Mura
ERP
42. Try to defer variation - keep generic for as long as possible
Logistics
Product variation funnel
Lean supply chain elements
Quality filter mapping
43. 99.99966% good
Work balancing
Six sigma
PDCA
Value stream map
44. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Modern supply chain
Defects waste
Supply chain factors
Poka yoke
45. Structured methodology of sequence of activities aimed at removing waste by improving organisation - visual communication and overall cleanliness. Sort - keep only what you need Set in Order - A place for everything and everything in its place Sh
Lean supply chain elements
5S
ERP
DMAIC
46. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean supply chain elements
Lean thinking goals
Demand amplification mapping
Process mapping
47. Averages both the volume and sequence of different model types
Production levelling
VMI
WIIFM
Defects waste
48. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Drum buffer rope
Standard in-process inventory
Value creation framework (Murman 2002)
49. 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
Supply Chain Management
Visual management system
Current state map
TIM WOOD
50. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Lean implementation
VMI
Kanban