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Lean Supply Chain

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. Procurement - Manufacturing - Warehousing - Distribution - Customers






2. 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






3. Factors that influence quality. Technology quality reliability delivery customer-service environment






4. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis






5. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced






6. 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






7. Design and manage the processes - flows and assets of material and information required to satisfy customer demands






8. '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






9. 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






10. Visual 'call for help' system - means a Japanese paper lantern






11. 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






12. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers






13. Link activities and processes into most efficient combinations to maximise value added content while minimising waste






14. IT - Inbound logistics - Outbound logistics - Quality - Technology/design






15. Plan Do Check Act






16. 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






17. Focus on the biggest problem because it is the rate limiting step






18. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures






19. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely






20. Factors that influence addition of value: technology quality reliability delivery customer service and environment






21. Enterprise Resource Planning eg SAP - JD Edwards






22. Define measure analyse improve control






23. Value left axis -Success probability right axis - height of bar shows effort involved?






24. Short focused burst of activity used to complement Kaizen thinking






25. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling






26. Quantity of inventory against time showing batch size at different points






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






28. 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






29. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects






30. Suppliers inputs process outputs customers






31. 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






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






33. 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.






34. 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)






35. Identify value - Map value stream - Create flow - Establish flow - Seek perfection






36. Each step in process should be as close to Takt time as possible






37. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






38. Visual description of an activity






39. Unevenness - Rocks in the stream - hidden by inventory






40. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams






41. 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?






42. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties






43. Cumulative trauma disorder






44. 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






45. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






46. 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






47. All activities associated with a product from raw material to final customer.






48. Material requisition planning






49. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke






50. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996







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