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Test your basic knowledge |
Lean Supply Chain
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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. Enterprise Resource Planning eg SAP - JD Edwards
VVCPP
ERP
Deming cycle
Poka yoke
2. Visual 'call for help' system - means a Japanese paper lantern
Andon light
BOM
Kaizen
Defects waste
3. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Demand amplification mapping
Principles of lean thinking
VMI
Lean supply chain elements
4. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Weighted average cost of capital
TIM WOOD
Supply chain factors
Standardised work
5. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Value stream map
Value creation framework (Murman 2002)
SMART
Principles of lean thinking
6. Human foolproofing eg cannot insert 3-pin plug wrong way up
Poka yoke
Overproducing waste
Lean thinking goals
CANDO
7. Unevenness - Rocks in the stream - hidden by inventory
MOQ
Mura
OEE
Keiretsu
8. 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
Value stream map
FIFO
LESAT
9. Visual description of an activity
Process mapping
SIPOC
Lean supply chain elements
VSM
10. Plan Do Check Act
Weighted average cost of capital
Overprocessing waste
VVCPP
Deming cycle
11. 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
Kaizen
Product variation funnel
Supply chain management function
12. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Waiting waste
Takt time
Cycle time
CTD
13. Focus on the biggest problem because it is the rate limiting step
Cycle time
Theory of constraints
Overproducing waste
Spaghetti diagram
14. 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
Traditional supply chain
Demand flow technology
Inventory waste
Supermarket
15. What's in it for me?
WIIFM
Supply Chain Management
Overproducing waste
VMI
16. Short focused burst of activity used to complement Kaizen thinking
CPFR
Kaizen blitz
Demand flow technology
Defects waste
17. 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
Drum buffer rope
Lean thinking
CPFR
VSM
18. 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
Kanban
Demand amplification mapping
Hoshin planning
FMEA
19. All activities associated with a product from raw material to final customer.
Process mapping
Kaizen
Overproducing waste
Supply chain
20. 99.99966% good
Six sigma
5S
Supply Chain Management
Kanban
21. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Lean implementation
JIT Just in Time
Kanban
Demand amplification mapping
22. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
BOM
Supply Chain Management
Overproducing waste
Inventory turn
23. 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.
Supply chain components
Waiting waste
TQRDCE
Drum buffer rope
24. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
VMI
Value creation framework (Murman 2002)
VSM
Supply chain drivers
25. Non value added time. The potential non-production time that can be eliminated from a process
Quality filter mapping
Demand amplification mapping
Right First Time
Opportunity time
26. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Quality filter mapping
Cause and effect (fishbone) diagram
Spaghetti diagram
Supply chain components
27. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Quality filter mapping
Opportunity time
Overproducing waste
Defects waste
28. Suppliers inputs process outputs customers
Demand flow technology
Cause and effect (fishbone) diagram
Overproducing waste
SIPOC
29. Quantity of inventory against time showing batch size at different points
Value stream
Cycle time
Demand amplification mapping
Supply chain components
30. 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
SMED
Mura
Traditional supply chain
TPM Total Productive Maintenance
31. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Supply chain factors
Waiting waste
Modern supply chain
Six sigma
32. Factors that influence quality. Technology quality reliability delivery customer-service environment
Value stream
One piece flow
Supply chain management function
TQRDCE
33. 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
Supermarket
Value levels in an organisation
Value creation framework (Murman 2002)
Waiting waste
34. Minimum order quantity
MOQ
TPM Total Productive Maintenance
Spaghetti diagram
Product variation funnel
35. Change for the better - continuous improvement
Process mapping
Takt time
One piece flow
Kaizen
36. Bill of materials
Value levels in an organisation
Right First Time
BOM
Work balancing
37. 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
Value creation framework (Murman 2002)
VSM
Traditional supply chain
Standardised work
38. 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
Deming cycle
Inventory turn
Standardised work
Kanban
39. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
FMEA
Supply chain
Supply chain variability factors
BOM
40. 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
PDCA
Right First Time
Demand amplification mapping
Lean implementation
41. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Spaghetti diagram
Lean supply chain
Overprocessing waste
PDCA
42. 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
Demand amplification mapping
Current state map
Inventory waste
Lean supply chain
43. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Lean thinking
Weighted average cost of capital
TQRDCE
44. 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
Cause and effect (fishbone) diagram
Inventory turn
Cycle time
45. 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
Hoshin planning
JIT Just in Time
Takt time
Supply Chain Response Matrix
46. Material requisition planning
MRP
Lean supply chain elements
Inventory waste
TIM WOOD
47. 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
Takt time
PDCA
Standard in-process inventory
Transport waste
48. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Quality filter mapping
Motion waste
Cycle time
Kaizen
49. Plan Do Check Act
OEE
PDCA
Supply chain factors
Manufacture
50. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Production levelling
Supermarket
Supply Chain Management
VVCPP
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