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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. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Modern supply chain
Supply chain components
Supply chain management function
FMEA
2. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
TQRDCE
VSM
Supply chain
One piece flow
3. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Production levelling
Value stream
Motion waste
Waiting waste
4. 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
Quality filter mapping
Right First Time
Andon light
MOQ
5. 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
VSM
Value levels in an organisation
PDCA
Supply Chain Response Matrix
6. 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
VSM
Manufacture
WIIFM
Kaizen rules
7. Cumulative trauma disorder
CTD
TQRDCE
Standard in-process inventory
OEE
8. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Lean supply chain elements
Production levelling
Motion waste
Visual management system
9. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Keiretsu
Lean thinking
Quality filter mapping
10. Averages both the volume and sequence of different model types
Waiting waste
VVCPP
DMAIC
Production levelling
11. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Defects waste
Overproducing waste
Hoshin planning
DMAIC
12. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Weighted average cost of capital
Kaizen rules
Spaghetti diagram
Cause and effect (fishbone) diagram
13. 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 factors
LESAT
Current state map
Supply Chain Response Matrix
14. Vendor Managed Inventory
BOM
VSM
Opportunity time
VMI
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
FIFO
WIIFM
Value stream map
FMEA
16. Lean enterprise self assessment tool - proprietary MIT have to buy
LESAT
Supermarket
Value levels in an organisation
MOQ
17. Focus on the biggest problem because it is the rate limiting step
Theory of constraints
Supply Chain Response Matrix
Overprocessing waste
Demand flow technology
18. Visual 'call for help' system - means a Japanese paper lantern
Perfection
Production levelling
Mura
Andon light
19. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Supply chain drivers
Quality filter mapping
PDCA
OEE
20. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Logistics
Andon light
Lean supply chain
FMEA
21. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Project desirability matrix
Takt time
Value stream
Modern supply chain
22. 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
Logistics
Manufacture
CTD
Overprocessing waste
23. A set of businesses with interlocking business relationships and shareholdings
Spaghetti diagram
Keiretsu
Value creation framework (Murman 2002)
SMED
24. 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
Supply chain variability factors
Supply chain drivers
Cellular flow
Lean implementation
25. Enterprise Resource Planning eg SAP - JD Edwards
Opportunity time
Current state map
ERP
Overprocessing waste
26. 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
SIPOC
Supply chain drivers
VMI
Hoshin planning
27. Ship - store - move - make - pack - distribute - store - sell - return - service
MOQ
Defects waste
Manufacture
Six sigma
28. Factors that influence quality. Technology quality reliability delivery customer-service environment
CTD
TQRDCE
Motion waste
VVCPP
29. Plan Do Check Act
Flow
TPM Total Productive Maintenance
Drum buffer rope
Deming cycle
30. All activities associated with a product from raw material to final customer.
Lean thinking goals
FIFO
Cellular flow
Supply chain
31. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Demand amplification mapping
5S
Manufacture
ERP
32. Collaborative planning forecast replenishment -aka VMI
Supply chain variability factors
Product variation funnel
CPFR
PDCA
33. Material requisition planning
Deming cycle
MRP
Manufacture
Supply chain
34. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Lean thinking goals
Supply chain components
FMEA
35. 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?
Process cycle time or lead time
LESAT
Lean implementation
Work balancing
36. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Flow
Lean thinking
Traditional supply chain
Supply chain variability factors
37. 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
FMEA
VVCPP
Keiretsu
Work balancing
38. Each step in process should be as close to Takt time as possible
LESAT
Work balancing
Six sigma
Drum buffer rope
39. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Value stream
Supply chain
Lean thinking
TQRDCE
40. The minimum number of parts - including units in machines - required to keep a cell or process moving
CANDO
One piece flow
Standard in-process inventory
Takt time
41. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
RCA Root cause analysis
Modern supply chain
Poka yoke
Lean thinking goals
42. Non value added time. The potential non-production time that can be eliminated from a process
TQRDCE
Opportunity time
WIIFM
Process mapping
43. 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)
Supply Chain Management
VVCPP
ERP
Lean implementation
44. '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
Defects waste
Supply Chain Management
Demand amplification mapping
TIM WOOD
45. First in first out first piece of inventory required in an operating step is the one delivered first
Traditional supply chain
FIFO
Theory of constraints
Six sigma
46. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Waiting waste
TPM Total Productive Maintenance
Inventory turn
TIM WOOD
47. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Traditional supply chain
Motion waste
Production levelling
SMED
48. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Traditional supply chain
Transport waste
Quality filter mapping
RCA Root cause analysis
49. The 4 ribs or bones are Man - Machine - Materials and Methods
Right First Time
FIFO
Cause and effect (fishbone) diagram
Theory of constraints
50. 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
Value creation framework (Murman 2002)
Supply chain management function
Poka yoke