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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. Quantity of inventory against time showing batch size at different points
MOQ
Demand amplification mapping
DMAIC
Current state map
2. Minimum order quantity
MOQ
TPM Total Productive Maintenance
MRP
WIIFM
3. 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
Kanban
Right First Time
SIPOC
Hoshin planning
4. Non value added time. The potential non-production time that can be eliminated from a process
Value creation framework (Murman 2002)
Demand flow technology
Opportunity time
Lean supply chain elements
5. 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
Value creation framework (Murman 2002)
TPM Total Productive Maintenance
Inventory turn
LESAT
6. 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
Mura
TQRDCE
SMED
Inventory turn
7. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
Defects waste
Standardised work
Cellular flow
8. Lean enterprise self assessment tool - proprietary MIT have to buy
Kaizen blitz
Defects waste
LESAT
Opportunity time
9. Plan Do Check Act
Supply chain variability factors
OEE
Deming cycle
Lean implementation
10. Ship - store - move - make - pack - distribute - store - sell - return - service
TIM WOOD
Supply Chain Response Matrix
Manufacture
Supply chain variability factors
11. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
5S
SMART
Visual management system
MOQ
12. 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
Value stream
Six sigma
Modern supply chain
13. Factors that influence addition of value: technology quality reliability delivery customer service and environment
MOQ
TQRDCE
CTD
Flow
14. 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
Visual management system
TQRDCE
Kaizen blitz
15. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Inventory turn
ERP
Supply chain components
Logistics
16. Bill of materials
BOM
Logistics
CTD
Principles of lean thinking
17. 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
Principles of lean thinking
Perfection
Takt time
Supply chain factors
18. 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
OEE
Work balancing
Right First Time
19. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Cause and effect (fishbone) diagram
One piece flow
Opportunity time
Product variation funnel
20. Material requisition planning
Demand amplification mapping
MRP
Lean supply chain
Visual management system
21. Define measure analyse improve control
Quality filter mapping
DMAIC
Theory of constraints
Opportunity time
22. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Production levelling
Product variation funnel
Takt time
Visual management system
23. 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)
Perfection
Supply Chain Management
SMED
One piece flow
24. Value left axis -Success probability right axis - height of bar shows effort involved?
MRP
Supply chain components
Manufacture
Project desirability matrix
25. 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
Standard in-process inventory
CANDO
Value levels in an organisation
Standardised work
26. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
SIPOC
Supply chain variability factors
Mura
Lean supply chain elements
27. Suppliers inputs process outputs customers
SIPOC
VVCPP
Overprocessing waste
Demand amplification mapping
28. Enterprise Resource Planning eg SAP - JD Edwards
Production levelling
ERP
Supply chain components
SMED
29. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
Defects waste
Supply chain
Right First Time
30. Vertical y axis stock in days - Horizontal x axis Lead time in days
Cycle time
Deming cycle
Hoshin planning
Supply Chain Response Matrix
31. Human foolproofing eg cannot insert 3-pin plug wrong way up
Process mapping
Inventory turn
Poka yoke
Kaizen
32. 99.99966% good
Six sigma
Process cycle time or lead time
Supply Chain Response Matrix
OEE
33. 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
Overprocessing waste
Traditional supply chain
Six sigma
Supermarket
34. What's in it for me?
Overprocessing waste
WIIFM
JIT Just in Time
Demand amplification mapping
35. 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
WIIFM
Inventory waste
Demand amplification mapping
Demand flow technology
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
Deming cycle
Defects waste
Modern supply chain
Value creation framework (Murman 2002)
37. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
ERP
Kaizen blitz
Right First Time
Supply chain factors
38. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Modern supply chain
BOM
SMED
Value stream
39. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
DMAIC
JIT Just in Time
Transport waste
Weighted average cost of capital
40. Usually around 8-10%
Demand flow technology
Value stream
Cause and effect (fishbone) diagram
Weighted average cost of capital
41. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Process mapping
Deming cycle
Traditional supply chain
Inventory turn
42. Change for the better - continuous improvement
Motion waste
Kaizen
Theory of constraints
Overproducing waste
43. The minimum number of parts - including units in machines - required to keep a cell or process moving
Transport waste
Takt time
RCA Root cause analysis
Standard in-process inventory
44. 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?
Logistics
Process cycle time or lead time
RCA Root cause analysis
VVCPP
45. Try to defer variation - keep generic for as long as possible
Product variation funnel
MOQ
Demand amplification mapping
Cellular flow
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
RCA Root cause analysis
Flow
Value stream map
Kaizen
47. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Manufacture
Overprocessing waste
Andon light
48. Plan Do Check Act
Supply Chain Management
Kaizen
PDCA
Six sigma
49. Collaborative planning forecast replenishment -aka VMI
Kaizen rules
CPFR
Standard in-process inventory
Keiretsu
50. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Six sigma
DMAIC
Traditional supply chain
RCA Root cause analysis