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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. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Visual management system
Standard in-process inventory
Opportunity time
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
RCA Root cause analysis
Value stream map
Value creation framework (Murman 2002)
Lean thinking
3. Factors that influence quality. Technology quality reliability delivery customer-service environment
TQRDCE
Poka yoke
JIT Just in Time
Cause and effect (fishbone) diagram
4. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Supply chain components
FMEA
Value levels in an organisation
ERP
5. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Supply chain management function
Process cycle time or lead time
Spaghetti diagram
TPM Total Productive Maintenance
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
FMEA
PDCA
Overproducing waste
Value creation framework (Murman 2002)
7. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
5S
Supply chain variability factors
JIT Just in Time
Supply chain management function
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
Standard in-process inventory
Andon light
LESAT
Supply Chain Management
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
Drum buffer rope
Supply chain management function
Demand flow technology
ERP
10. Visual 'call for help' system - means a Japanese paper lantern
Andon light
Flow
Process mapping
TQRDCE
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
5S
Hoshin planning
Modern supply chain
Lean thinking
12. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Cause and effect (fishbone) diagram
Lean supply chain elements
Modern supply chain
SMART
13. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Process mapping
Flow
Kaizen blitz
Modern supply chain
14. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Value levels in an organisation
TIM WOOD
Traditional supply chain
Supply chain factors
15. Plan Do Check Act
Project desirability matrix
Quality filter mapping
Deming cycle
VSM
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
VVCPP
JIT Just in Time
Project desirability matrix
One piece flow
17. Focus on the biggest problem because it is the rate limiting step
Theory of constraints
Cellular flow
Logistics
VMI
18. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Mura
Value stream
Value creation framework (Murman 2002)
Flow
19. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
TPM Total Productive Maintenance
Visual management system
SMART
Process mapping
20. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Poka yoke
Kanban
Cycle time
21. Enterprise Resource Planning eg SAP - JD Edwards
SMART
ERP
SMED
Overprocessing waste
22. Define measure analyse improve control
Overproducing waste
DMAIC
Process mapping
Principles of lean thinking
23. Value left axis -Success probability right axis - height of bar shows effort involved?
Lean thinking goals
MRP
Spaghetti diagram
Project desirability matrix
24. Short focused burst of activity used to complement Kaizen thinking
Supply chain management function
RCA Root cause analysis
Kaizen blitz
Kaizen rules
25. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Overproducing waste
Product variation funnel
Principles of lean thinking
Supply chain drivers
26. Quantity of inventory against time showing batch size at different points
Demand amplification mapping
VMI
Overproducing waste
Transport waste
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
Motion waste
Opportunity time
Hoshin planning
Kaizen blitz
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
Supply chain components
Inventory waste
Demand flow technology
Lean implementation
29. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
MRP
Value creation framework (Murman 2002)
TIM WOOD
One piece flow
30. Suppliers inputs process outputs customers
Motion waste
Process cycle time or lead time
Drum buffer rope
SIPOC
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
Lean supply chain
VMI
Logistics
Standardised work
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
PDCA
Supply chain factors
VSM
CPFR
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.
SMART
Logistics
Drum buffer rope
Process mapping
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)
VSM
Mura
Transport waste
Perfection
35. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Supply chain factors
Six sigma
Principles of lean thinking
Supply Chain Management
36. Each step in process should be as close to Takt time as possible
Production levelling
Transport waste
Work balancing
Perfection
37. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
FIFO
Value stream map
Quality filter mapping
Opportunity time
38. Visual description of an activity
FIFO
WIIFM
Process mapping
Inventory turn
39. Unevenness - Rocks in the stream - hidden by inventory
Mura
MRP
CANDO
CPFR
40. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Lean supply chain
Six sigma
Deming cycle
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?
TQRDCE
Process cycle time or lead time
Opportunity time
Overproducing waste
42. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean thinking goals
Spaghetti diagram
5S
Theory of constraints
43. Cumulative trauma disorder
Modern supply chain
TIM WOOD
CTD
Traditional supply chain
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
Flow
Inventory waste
Theory of constraints
Takt time
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
Supply chain components
Supermarket
VMI
Supply chain variability factors
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
Value levels in an organisation
Supply Chain Response Matrix
Project desirability matrix
Kanban
47. All activities associated with a product from raw material to final customer.
TIM WOOD
Lean thinking
Supply chain
Deming cycle
48. Material requisition planning
Standard in-process inventory
MOQ
MRP
Product variation funnel
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
FIFO
Defects waste
LESAT
VMI
50. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
SMART
Lean thinking goals
FIFO
Lean thinking
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