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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. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Perfection
Value stream map
Lean thinking
Supply chain variability factors
2. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Standardised work
Work balancing
SMED
MOQ
3. Vertical y axis stock in days - Horizontal x axis Lead time in days
WIIFM
SMART
Perfection
Supply Chain Response Matrix
4. Usually around 8-10%
Inventory waste
Weighted average cost of capital
Production levelling
MOQ
5. 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
Inventory waste
Kaizen blitz
ERP
Supply chain factors
6. 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
Value levels in an organisation
Keiretsu
Defects waste
Hoshin planning
7. 99.99966% good
Principles of lean thinking
SIPOC
Six sigma
Andon light
8. 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
Kaizen
Lean implementation
Drum buffer rope
Demand amplification mapping
9. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Inventory turn
Demand amplification mapping
Value stream
10. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Lean supply chain
Supply chain components
TPM Total Productive Maintenance
Supply chain drivers
11. Visual description of an activity
Weighted average cost of capital
Traditional supply chain
Quality filter mapping
Process mapping
12. '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
Supply chain
Supply Chain Management
Poka yoke
Kaizen rules
13. Plan Do Check Act
Lean supply chain
Keiretsu
Flow
Deming cycle
14. What's in it for me?
Cause and effect (fishbone) diagram
MRP
WIIFM
Cycle time
15. 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
Value stream
OEE
Supply chain variability factors
16. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Drum buffer rope
RCA Root cause analysis
Demand amplification mapping
FIFO
17. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
BOM
Logistics
Transport waste
Lean supply chain
18. Ship - store - move - make - pack - distribute - store - sell - return - service
Work balancing
Defects waste
Supply Chain Management
Manufacture
19. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Supply chain factors
Principles of lean thinking
Deming cycle
Supermarket
20. 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
Right First Time
Modern supply chain
Process mapping
Demand flow technology
21. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
VMI
Cycle time
One piece flow
Current state map
22. 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
Current state map
Overprocessing waste
Process cycle time or lead time
FMEA
23. 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
Poka yoke
Product variation funnel
Kaizen
24. Factors that influence quality. Technology quality reliability delivery customer-service environment
MOQ
TQRDCE
WIIFM
Spaghetti diagram
25. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Supply chain factors
Quality filter mapping
Cycle time
Cellular flow
26. A set of businesses with interlocking business relationships and shareholdings
TIM WOOD
LESAT
Value stream map
Keiretsu
27. 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
Weighted average cost of capital
Kaizen rules
Current state map
Supply chain drivers
28. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
MRP
Overproducing waste
Logistics
29. Value left axis -Success probability right axis - height of bar shows effort involved?
Logistics
Project desirability matrix
SMART
Kaizen rules
30. Lean enterprise self assessment tool - proprietary MIT have to buy
VSM
Lean supply chain elements
LESAT
Principles of lean thinking
31. 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
Kaizen blitz
Production levelling
Poka yoke
32. 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
Value stream
5S
Overprocessing waste
Supply chain management function
33. Material requisition planning
Quality filter mapping
Supply chain factors
MRP
Overprocessing waste
34. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Six sigma
Project desirability matrix
Defects waste
FIFO
35. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Visual management system
Spaghetti diagram
Inventory waste
Demand amplification mapping
36. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Standard in-process inventory
Demand amplification mapping
BOM
Production levelling
37. 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
OEE
Andon light
Kaizen rules
FIFO
38. Try to defer variation - keep generic for as long as possible
TPM Total Productive Maintenance
Weighted average cost of capital
Product variation funnel
Project desirability matrix
39. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
TQRDCE
Supply chain management function
CANDO
SMED
40. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Spaghetti diagram
Logistics
JIT Just in Time
Principles of lean thinking
41. Suppliers inputs process outputs customers
LESAT
SIPOC
Overproducing waste
CANDO
42. 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
Spaghetti diagram
Right First Time
Work balancing
SMED
43. Change for the better - continuous improvement
Kaizen
FIFO
Supply chain drivers
VMI
44. Collaborative planning forecast replenishment -aka VMI
CPFR
Demand flow technology
Keiretsu
TIM WOOD
45. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Value stream
TIM WOOD
Flow
Supply chain variability factors
46. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Inventory turn
SMART
Supply chain drivers
Lean thinking goals
47. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
CANDO
5S
Quality filter mapping
Andon light
48. The minimum number of parts - including units in machines - required to keep a cell or process moving
OEE
Standard in-process inventory
Kanban
Lean thinking goals
49. 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
MOQ
Lean thinking
JIT Just in Time
Supply Chain Management
50. Averages both the volume and sequence of different model types
Supply Chain Response Matrix
Andon light
Production levelling
Right First Time
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