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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. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
Project desirability matrix
DMAIC
SMED
Lean supply chain
2. 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
SIPOC
Keiretsu
Work balancing
3. Material requisition planning
TQRDCE
TQRDCE
Principles of lean thinking
MRP
4. Visual 'call for help' system - means a Japanese paper lantern
BOM
Andon light
Traditional supply chain
Supply chain variability factors
5. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
Logistics
Supply chain components
Cause and effect (fishbone) diagram
6. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Theory of constraints
Mura
Modern supply chain
RCA Root cause analysis
7. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Value levels in an organisation
Supply Chain Management
Transport waste
Waiting waste
8. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Andon light
Flow
Transport waste
VVCPP
9. Bringing people closer together for communication - One cell per product family - Bring together all the machines - Select appropriate tools - Aim is to have them independent - Train - balance workload - Reduce space and flow difference
Cellular flow
BOM
TPM Total Productive Maintenance
Supply chain
10. 99.99966% good
Six sigma
Defects waste
PDCA
Deming cycle
11. 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
Flow
VVCPP
Lean supply chain elements
12. 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
Hoshin planning
CPFR
Drum buffer rope
Value creation framework (Murman 2002)
13. 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
TIM WOOD
FIFO
5S
VSM
14. 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)
Keiretsu
VVCPP
DMAIC
Supply chain variability factors
15. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Value levels in an organisation
Supply chain components
Demand amplification mapping
Deming cycle
16. Usually around 8-10%
Project desirability matrix
Weighted average cost of capital
Value creation framework (Murman 2002)
RCA Root cause analysis
17. 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
Demand flow technology
Theory of constraints
Mura
Cause and effect (fishbone) diagram
18. 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
VMI
Kaizen blitz
Product variation funnel
19. First in first out first piece of inventory required in an operating step is the one delivered first
Standard in-process inventory
Lean implementation
Inventory turn
FIFO
20. Factors that influence quality. Technology quality reliability delivery customer-service environment
Cycle time
TQRDCE
DMAIC
Supply Chain Management
21. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Defects waste
Keiretsu
Right First Time
22. Try to defer variation - keep generic for as long as possible
SMED
Product variation funnel
Weighted average cost of capital
Hoshin planning
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 Response Matrix
Perfection
Drum buffer rope
Keiretsu
24. Quantity of inventory against time showing batch size at different points
CTD
Work balancing
Lean supply chain
Demand amplification mapping
25. Plan Do Check Act
Lean supply chain
PDCA
LESAT
Supply Chain Response Matrix
26. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
VSM
FIFO
CANDO
Mura
27. 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
SMART
Demand amplification mapping
Inventory waste
Lean supply chain elements
28. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Modern supply chain
Supply chain factors
Project desirability matrix
Quality filter mapping
29. Change for the better - continuous improvement
Kaizen
Standardised work
CTD
SMART
30. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
TQRDCE
Traditional supply chain
One piece flow
SIPOC
31. 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
Lean implementation
TQRDCE
Value creation framework (Murman 2002)
Supply chain variability factors
32. Focus on the biggest problem because it is the rate limiting step
Standardised work
Lean supply chain elements
SIPOC
Theory of constraints
33. Bill of materials
TPM Total Productive Maintenance
BOM
Demand flow technology
CANDO
34. Ship - store - move - make - pack - distribute - store - sell - return - service
Hoshin planning
Perfection
Traditional supply chain
Manufacture
35. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
RCA Root cause analysis
Demand amplification mapping
Supply chain factors
Supply chain management function
36. 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
Lean supply chain elements
Project desirability matrix
Supply chain management function
FMEA
37. 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
Value stream map
Supply chain components
Motion waste
JIT Just in Time
38. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Manufacture
Cycle time
OEE
Motion waste
39. Value left axis -Success probability right axis - height of bar shows effort involved?
Value creation framework (Murman 2002)
Lean thinking
CTD
Project desirability matrix
40. Lean enterprise self assessment tool - proprietary MIT have to buy
Drum buffer rope
Kaizen blitz
LESAT
Supply chain variability factors
41. 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
MOQ
Spaghetti diagram
Demand amplification mapping
Standardised work
42. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Value stream
TQRDCE
Supermarket
Supply chain components
43. 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
One piece flow
Manufacture
Opportunity time
Overprocessing waste
44. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Perfection
RCA Root cause analysis
Visual management system
Right First Time
45. Human foolproofing eg cannot insert 3-pin plug wrong way up
CTD
Value stream map
Supply Chain Response Matrix
Poka yoke
46. Suppliers inputs process outputs customers
Demand amplification mapping
Lean supply chain elements
SIPOC
Flow
47. 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
MRP
Product variation funnel
TPM Total Productive Maintenance
5S
48. 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
MRP
Motion waste
Drum buffer rope
Cause and effect (fishbone) diagram
49. A set of businesses with interlocking business relationships and shareholdings
BOM
Keiretsu
TQRDCE
Lean thinking
50. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Traditional supply chain
Supply chain factors
Manufacture
TQRDCE