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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. Unevenness - Rocks in the stream - hidden by inventory
One piece flow
Andon light
Mura
Right First Time
2. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Cycle time
WIIFM
Supply chain drivers
Logistics
3. 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
FIFO
FMEA
Motion waste
4. Focus on the biggest problem because it is the rate limiting step
Defects waste
WIIFM
Six sigma
Theory of constraints
5. 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
VSM
Right First Time
Value stream map
Takt time
6. 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
Defects waste
CPFR
MOQ
7. A set of businesses with interlocking business relationships and shareholdings
Opportunity time
Keiretsu
ERP
5S
8. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
FIFO
JIT Just in Time
Visual management system
Motion waste
9. Status quo unacceptable - Put aside preconceptions - Find root causes to problems - Focus on process not people - Employees are the experts - Allow yourself the right to fail (yeuch)
Andon light
CTD
Perfection
Defects waste
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
Supply Chain Response Matrix
JIT Just in Time
Overprocessing waste
Standard in-process inventory
11. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Lean implementation
Cause and effect (fishbone) diagram
Overproducing waste
Logistics
12. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Defects waste
Hoshin planning
Kanban
13. First in first out first piece of inventory required in an operating step is the one delivered first
FIFO
VVCPP
Waiting waste
Process mapping
14. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Flow
Drum buffer rope
Lean supply chain elements
Six sigma
15. Quantity of inventory against time showing batch size at different points
VMI
Lean supply chain
TQRDCE
Demand amplification mapping
16. 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
Inventory turn
VMI
RCA Root cause analysis
Supply Chain Response Matrix
17. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Mura
SMED
OEE
TQRDCE
18. Vendor Managed Inventory
Quality filter mapping
Perfection
VMI
Kaizen blitz
19. Suppliers inputs process outputs customers
SIPOC
Opportunity time
Overprocessing waste
Weighted average cost of capital
20. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Keiretsu
FIFO
Lean thinking goals
21. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Overproducing waste
ERP
Lean supply chain elements
Transport waste
22. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
TIM WOOD
Supply chain variability factors
Modern supply chain
Poka yoke
23. 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
Theory of constraints
5S
Value creation framework (Murman 2002)
Andon light
24. Collaborative planning forecast replenishment -aka VMI
Inventory waste
CPFR
PDCA
Demand amplification mapping
25. 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
Supply Chain Response Matrix
VMI
VVCPP
Current state map
26. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
VVCPP
SMART
Cellular flow
ERP
27. Non value added time. The potential non-production time that can be eliminated from a process
Production levelling
Cause and effect (fishbone) diagram
Product variation funnel
Opportunity time
28. Material requisition planning
Deming cycle
DMAIC
MRP
Keiretsu
29. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Perfection
Spaghetti diagram
CPFR
Supply chain factors
30. Plan Do Check Act
Flow
Andon light
PDCA
Quality filter mapping
31. Procurement - Manufacturing - Warehousing - Distribution - Customers
FIFO
Demand amplification mapping
Supply chain components
Overprocessing waste
32. Averages both the volume and sequence of different model types
Kaizen
Production levelling
DMAIC
Visual management system
33. 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?
Value stream
FMEA
SIPOC
Process cycle time or lead time
34. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Theory of constraints
One piece flow
Keiretsu
Opportunity time
35. Visual description of an activity
Andon light
Process mapping
CANDO
Cause and effect (fishbone) diagram
36. 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
Logistics
Supply Chain Response Matrix
TPM Total Productive Maintenance
Kaizen rules
37. 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
5S
Kaizen
Hoshin planning
Overprocessing waste
38. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
One piece flow
Deming cycle
Quality filter mapping
Process mapping
39. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Waiting waste
5S
Spaghetti diagram
Supply Chain Management
40. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Six sigma
Manufacture
Traditional supply chain
TQRDCE
41. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
One piece flow
Kanban
TIM WOOD
RCA Root cause analysis
42. 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
TIM WOOD
Product variation funnel
Six sigma
Motion waste
43. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
DMAIC
Six sigma
Waiting waste
Supply chain variability factors
44. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Drum buffer rope
Defects waste
Value levels in an organisation
JIT Just in Time
45. Plan Do Check Act
FMEA
Demand amplification mapping
Deming cycle
Overprocessing waste
46. Try to defer variation - keep generic for as long as possible
Value creation framework (Murman 2002)
Product variation funnel
Waiting waste
Supply chain components
47. 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)
VVCPP
Drum buffer rope
Quality filter mapping
Supply Chain Management
48. 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
Hoshin planning
Logistics
Motion waste
49. 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
Traditional supply chain
Lean implementation
Overproducing waste
Transport waste
50. Short focused burst of activity used to complement Kaizen thinking
5S
OEE
Kaizen blitz
Deming cycle