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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. Ho - direction - Shin - needle - Strategic direction rippled down to all in organisation - Focus attention on corporate direction - Align activity to support - Integrate with daily activity of staff - Structured review of progress - Based on mgmt by
Lean implementation
Right First Time
Hoshin planning
Overprocessing waste
2. 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)
FIFO
LESAT
Defects waste
3. Vendor Managed Inventory
Transport waste
Value levels in an organisation
Lean thinking goals
VMI
4. What's in it for me?
Lean supply chain elements
WIIFM
Lean thinking
CPFR
5. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
FIFO
Supply chain factors
SMART
6. Non value added time. The potential non-production time that can be eliminated from a process
Standard in-process inventory
Opportunity time
Current state map
Quality filter mapping
7. Change for the better - continuous improvement
Defects waste
5S
Motion waste
Kaizen
8. Human foolproofing eg cannot insert 3-pin plug wrong way up
Opportunity time
Poka yoke
Visual management system
Takt time
9. 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
Value creation framework (Murman 2002)
TPM Total Productive Maintenance
Standardised work
Supply Chain Management
10. 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
JIT Just in Time
Supply chain factors
TPM Total Productive Maintenance
Product variation funnel
11. Cumulative trauma disorder
Supermarket
Project desirability matrix
CTD
Value creation framework (Murman 2002)
12. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
Production levelling
MRP
Supply chain factors
13. Suppliers inputs process outputs customers
Supply chain drivers
Value stream map
Weighted average cost of capital
SIPOC
14. Quantity of inventory against time showing batch size at different points
Supply chain management function
Demand amplification mapping
VSM
FIFO
15. 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
MOQ
Standardised work
Inventory waste
Lean thinking goals
16. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
OEE
DMAIC
Demand amplification mapping
Supply chain factors
17. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
SIPOC
Product variation funnel
Lean implementation
Modern supply chain
18. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Visual management system
Supermarket
Spaghetti diagram
MOQ
19. Define measure analyse improve control
DMAIC
Right First Time
Takt time
Lean thinking goals
20. Vertical y axis stock in days - Horizontal x axis Lead time in days
MRP
Supply Chain Management
Supply Chain Response Matrix
Product variation funnel
21. Unevenness - Rocks in the stream - hidden by inventory
Mura
Modern supply chain
SMART
Process cycle time or lead time
22. The 4 ribs or bones are Man - Machine - Materials and Methods
OEE
Cause and effect (fishbone) diagram
Six sigma
Transport waste
23. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Defects waste
TPM Total Productive Maintenance
TQRDCE
Cycle time
24. 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
Value stream
SMED
Waiting waste
VSM
25. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Traditional supply chain
Waiting waste
Standardised work
Modern supply chain
26. 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
Standardised work
Theory of constraints
Supply chain factors
Inventory turn
27. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Poka yoke
CPFR
RCA Root cause analysis
Kaizen blitz
28. Plan Do Check Act
Deming cycle
Kaizen blitz
Overproducing waste
Overprocessing waste
29. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Value levels in an organisation
FIFO
Supply chain
Supply Chain Management
30. Focus on the biggest problem because it is the rate limiting step
Modern supply chain
Visual management system
Theory of constraints
VSM
31. 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
One piece flow
Lean supply chain elements
FMEA
Supply chain
32. Factors that influence quality. Technology quality reliability delivery customer-service environment
DMAIC
VSM
Six sigma
TQRDCE
33. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
BOM
Project desirability matrix
Quality filter mapping
Supply Chain Management
34. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Traditional supply chain
Mura
Lean thinking goals
TQRDCE
35. All activities associated with a product from raw material to final customer.
OEE
Supply chain
Waiting waste
Andon light
36. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Six sigma
VVCPP
Transport waste
Current state map
37. 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
Six sigma
Right First Time
Supply chain
Visual management system
38. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Supply Chain Management
Standardised work
Value stream
Supply chain variability factors
39. 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
Process cycle time or lead time
Lean implementation
Supply chain factors
Cellular flow
40. '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
Kaizen
Supply Chain Management
SMART
TIM WOOD
41. Procurement - Manufacturing - Warehousing - Distribution - Customers
FMEA
Quality filter mapping
BOM
Supply chain components
42. First in first out first piece of inventory required in an operating step is the one delivered first
LESAT
Spaghetti diagram
FIFO
CPFR
43. Ship - store - move - make - pack - distribute - store - sell - return - service
SMART
VVCPP
Manufacture
MRP
44. Value left axis -Success probability right axis - height of bar shows effort involved?
Drum buffer rope
Andon light
Project desirability matrix
Cellular flow
45. Material requisition planning
Opportunity time
MRP
Lean implementation
Inventory waste
46. Usually around 8-10%
VVCPP
Weighted average cost of capital
Inventory turn
Kanban
47. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Project desirability matrix
Lean implementation
Mura
Logistics
48. Each step in process should be as close to Takt time as possible
Work balancing
Demand flow technology
WIIFM
FIFO
49. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Andon light
CANDO
5S
Quality filter mapping
50. 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
Six sigma
Kaizen rules
DMAIC
Lean supply chain elements