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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. 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
FMEA
Modern supply chain
Transport waste
Right First Time
2. The 4 ribs or bones are Man - Machine - Materials and Methods
CTD
Kanban
Cause and effect (fishbone) diagram
Mura
3. 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
TQRDCE
Hoshin planning
TPM Total Productive Maintenance
WIIFM
4. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
Modern supply chain
Inventory turn
Right First Time
5. 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?
Lean supply chain elements
Work balancing
WIIFM
Process cycle time or lead time
6. Minimum order quantity
Demand flow technology
Supply chain components
Cycle time
MOQ
7. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Cycle time
Takt time
CTD
Lean thinking goals
8. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
FMEA
Supply chain variability factors
One piece flow
Weighted average cost of capital
9. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Supply chain variability factors
5S
Kaizen rules
Demand amplification mapping
10. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Lean supply chain elements
Spaghetti diagram
TQRDCE
Overproducing waste
11. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Manufacture
TQRDCE
Spaghetti diagram
12. The minimum number of parts - including units in machines - required to keep a cell or process moving
Keiretsu
Standard in-process inventory
Inventory turn
Demand flow technology
13. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Lean thinking
Supermarket
VMI
Andon light
14. 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
Kaizen rules
Value stream map
Supply chain factors
Inventory waste
15. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Overproducing waste
DMAIC
Theory of constraints
RCA Root cause analysis
16. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Manufacture
Overproducing waste
Hoshin planning
Supply chain
17. 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
TQRDCE
Kanban
Supply Chain Response Matrix
Lean supply chain elements
18. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Supply chain variability factors
Demand amplification mapping
Cycle time
Standardised work
19. All activities associated with a product from raw material to final customer.
TQRDCE
Value creation framework (Murman 2002)
Supply chain
Standardised work
20. Material requisition planning
TPM Total Productive Maintenance
MRP
Inventory turn
Inventory waste
21. Value left axis -Success probability right axis - height of bar shows effort involved?
VVCPP
Flow
Project desirability matrix
Standard in-process inventory
22. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Supply chain drivers
Lean thinking
Defects waste
Kaizen
23. Try to defer variation - keep generic for as long as possible
Supply chain components
Lean thinking goals
DMAIC
Product variation funnel
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
Transport waste
Current state map
Process mapping
SMED
25. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Theory of constraints
Traditional supply chain
Drum buffer rope
Transport waste
26. 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
Spaghetti diagram
VVCPP
JIT Just in Time
SIPOC
27. Collaborative planning forecast replenishment -aka VMI
Quality filter mapping
WIIFM
CPFR
CANDO
28. A set of businesses with interlocking business relationships and shareholdings
Theory of constraints
Keiretsu
Deming cycle
Inventory waste
29. '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 Management
TPM Total Productive Maintenance
Right First Time
Cellular flow
30. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Deming cycle
Drum buffer rope
TQRDCE
Hoshin planning
31. Value (what customer will pay for - ask them)- Value Stream (all processes that add value) - Continuous Flow (linking - avoid stagnation) - Pull (demand - nothing produced until signalled for) - Perfection (an ideal)
BOM
VVCPP
Six sigma
Overproducing waste
32. Factors that influence quality. Technology quality reliability delivery customer-service environment
WIIFM
TQRDCE
VSM
Supply chain factors
33. 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
Lean supply chain elements
Supply chain management function
Quality filter mapping
Takt time
34. First in first out first piece of inventory required in an operating step is the one delivered first
Value stream
FIFO
CPFR
VSM
35. Define measure analyse improve control
DMAIC
Value stream map
Kanban
Lean supply chain
36. 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.
Andon light
Standardised work
Deming cycle
Drum buffer rope
37. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
LESAT
Supply Chain Management
Value stream map
SMED
38. 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 variability factors
Kaizen rules
Kaizen
Overprocessing waste
39. Unevenness - Rocks in the stream - hidden by inventory
CANDO
Current state map
Mura
Cycle time
40. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Lean supply chain elements
Value stream
Cycle time
CPFR
41. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Visual management system
Work balancing
Drum buffer rope
42. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Lean supply chain
Supply chain
MOQ
Demand amplification mapping
43. Plan Do Check Act
Drum buffer rope
Kaizen rules
Deming cycle
Value stream
44. Usually around 8-10%
Weighted average cost of capital
Inventory waste
Supply chain components
Deming cycle
45. Enterprise Resource Planning eg SAP - JD Edwards
FIFO
Flow
ERP
Value creation framework (Murman 2002)
46. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
TIM WOOD
Value stream map
Value creation framework (Murman 2002)
Flow
47. Vertical y axis stock in days - Horizontal x axis Lead time in days
Project desirability matrix
Supply Chain Response Matrix
SIPOC
Principles of lean thinking
48. Human foolproofing eg cannot insert 3-pin plug wrong way up
Traditional supply chain
Six sigma
Poka yoke
SIPOC
49. Each step in process should be as close to Takt time as possible
VMI
Supply chain factors
CPFR
Work balancing
50. Quantity of inventory against time showing batch size at different points
Demand amplification mapping
Value creation framework (Murman 2002)
Right First Time
VSM