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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. Define measure analyse improve control
Inventory waste
DMAIC
Value levels in an organisation
Right First Time
2. 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
Right First Time
Weighted average cost of capital
Demand amplification mapping
Production levelling
3. 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
Kanban
Defects waste
VSM
4. Quantity of inventory against time showing batch size at different points
Supermarket
Demand amplification mapping
Spaghetti diagram
Current state map
5. '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
PDCA
Supply Chain Management
VSM
Six sigma
6. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Kanban
Andon light
RCA Root cause analysis
Defects waste
7. Change for the better - continuous improvement
Transport waste
JIT Just in Time
Kaizen
Motion waste
8. A set of businesses with interlocking business relationships and shareholdings
VMI
Perfection
Keiretsu
Project desirability matrix
9. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
Value stream map
Demand amplification mapping
Theory of constraints
10. 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
Production levelling
DMAIC
Kaizen
TPM Total Productive Maintenance
11. 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
Process cycle time or lead time
Right First Time
Theory of constraints
12. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Process cycle time or lead time
Supply chain variability factors
Six sigma
13. 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
SMART
Motion waste
Six sigma
Inventory waste
14. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
TPM Total Productive Maintenance
Principles of lean thinking
Theory of constraints
Demand amplification mapping
15. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
CPFR
Lean thinking goals
CANDO
Demand flow technology
16. Try to defer variation - keep generic for as long as possible
Product variation funnel
Standard in-process inventory
DMAIC
Cycle time
17. Each step in process should be as close to Takt time as possible
Work balancing
Process cycle time or lead time
Visual management system
TQRDCE
18. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Theory of constraints
Deming cycle
Cycle time
Takt time
19. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Value stream map
Supply chain drivers
OEE
Hoshin planning
20. Focus on the biggest problem because it is the rate limiting step
Theory of constraints
SMART
Supply Chain Management
Visual management system
21. Visual 'call for help' system - means a Japanese paper lantern
Six sigma
Lean thinking
Principles of lean thinking
Andon light
22. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Perfection
Overproducing waste
Spaghetti diagram
Demand amplification mapping
23. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Theory of constraints
Quality filter mapping
Supply chain
OEE
24. 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
TPM Total Productive Maintenance
Overprocessing waste
Kaizen
Current state map
25. Factors that influence quality. Technology quality reliability delivery customer-service environment
Quality filter mapping
TQRDCE
Spaghetti diagram
JIT Just in Time
26. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Demand amplification mapping
Kaizen rules
CANDO
Quality filter mapping
27. Plan Do Check Act
Cycle time
PDCA
Lean supply chain elements
Visual management system
28. Cumulative trauma disorder
CANDO
5S
CTD
FMEA
29. 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
Supply chain management function
Work balancing
Mura
Inventory turn
30. 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
Overprocessing waste
Takt time
One piece flow
Production levelling
31. Value left axis -Success probability right axis - height of bar shows effort involved?
Project desirability matrix
TPM Total Productive Maintenance
Opportunity time
JIT Just in Time
32. 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
Value stream map
Lean supply chain
Demand amplification mapping
Takt time
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
Supply chain management function
Andon light
Overprocessing waste
Spaghetti diagram
34. Visual description of an activity
TIM WOOD
Process mapping
Supply Chain Response Matrix
Value stream map
35. Collaborative planning forecast replenishment -aka VMI
CANDO
Deming cycle
Lean thinking goals
CPFR
36. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain drivers
One piece flow
Six sigma
Supply chain management function
37. 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
BOM
Andon light
Supermarket
38. Plan Do Check Act
Deming cycle
ERP
Hoshin planning
Perfection
39. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Kaizen blitz
Quality filter mapping
Value stream
Hoshin planning
40. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
FIFO
Mura
Lean thinking
SMART
41. Lean enterprise self assessment tool - proprietary MIT have to buy
DMAIC
TQRDCE
LESAT
Motion waste
42. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Flow
5S
Deming cycle
Value stream map
43. All activities associated with a product from raw material to final customer.
Transport waste
JIT Just in Time
SIPOC
Supply chain
44. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Transport waste
Kaizen
Current state map
Kaizen blitz
45. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
Keiretsu
Product variation funnel
Process cycle time or lead time
46. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
SIPOC
Modern supply chain
RCA Root cause analysis
Lean supply chain elements
47. 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.
Drum buffer rope
Demand flow technology
Demand amplification mapping
Principles of lean thinking
48. 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
Poka yoke
Value stream map
VSM
TPM Total Productive Maintenance
49. Material requisition planning
CANDO
Waiting waste
MRP
Demand flow technology
50. Minimum order quantity
Production levelling
Overprocessing waste
MOQ
Manufacture