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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
Demand amplification mapping
MRP
SMED
Standardised work
2. Suppliers inputs process outputs customers
Demand flow technology
Theory of constraints
SIPOC
OEE
3. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Value stream map
SMART
Lean supply chain
TQRDCE
4. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Lean thinking goals
Inventory waste
WIIFM
Current state map
5. Try to defer variation - keep generic for as long as possible
Product variation funnel
VMI
Kaizen blitz
One piece flow
6. '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
Project desirability matrix
MRP
Supply Chain Management
Value stream
7. What's in it for me?
Kaizen
Standard in-process inventory
WIIFM
Supply chain management function
8. Lean thinking for equipment. Aims to eliminate accidents - defects and breakdowns. 3 areas: availability - performance - quality - equipment failure/breakdown - setup/adjustment - idling/minor stops affecting performance - reduced speed affecting
JIT Just in Time
TPM Total Productive Maintenance
Value creation framework (Murman 2002)
CTD
9. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Quality filter mapping
Weighted average cost of capital
Lean thinking
VVCPP
10. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Product variation funnel
Value levels in an organisation
Standard in-process inventory
Takt time
11. 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
MOQ
VSM
Supply chain drivers
Demand amplification mapping
12. 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
Supply chain management function
SMED
Takt time
Kaizen
13. 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)
Andon light
Poka yoke
VVCPP
Demand flow technology
14. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
TQRDCE
Cycle time
Lean supply chain
15. 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
Current state map
Supply chain drivers
CTD
Value creation framework (Murman 2002)
16. Focus on the biggest problem because it is the rate limiting step
Supply Chain Management
Kaizen blitz
Theory of constraints
Waiting waste
17. Averages both the volume and sequence of different model types
ERP
FIFO
CTD
Production levelling
18. 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
MRP
Lean supply chain elements
Lean implementation
Supply Chain Management
19. 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
VSM
Lean thinking
Demand flow technology
Defects waste
20. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Kaizen rules
Defects waste
Perfection
Mura
21. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Right First Time
ERP
Demand amplification mapping
Principles of lean thinking
22. 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
5S
Overproducing waste
Kaizen rules
Right First Time
23. Quantity of inventory against time showing batch size at different points
One piece flow
Process mapping
Production levelling
Demand amplification mapping
24. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Supply Chain Response Matrix
Deming cycle
Transport waste
Weighted average cost of capital
25. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
BOM
Kaizen
Inventory turn
Demand amplification mapping
26. Human foolproofing eg cannot insert 3-pin plug wrong way up
MOQ
Visual management system
Kaizen
Poka yoke
27. 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
Standardised work
Right First Time
Inventory turn
SMART
28. 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
5S
SIPOC
VMI
ERP
29. Plan Do Check Act
Standardised work
Process mapping
Deming cycle
Supply Chain Response Matrix
30. Ship - store - move - make - pack - distribute - store - sell - return - service
Spaghetti diagram
Manufacture
ERP
Value stream map
31. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
LESAT
Supply chain factors
Modern supply chain
VMI
32. 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
SMED
Poka yoke
MRP
Inventory waste
33. Plan Do Check Act
Supply chain management function
Cause and effect (fishbone) diagram
PDCA
Transport waste
34. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Lean thinking
Current state map
Inventory turn
Supply chain management function
35. Visual 'call for help' system - means a Japanese paper lantern
VSM
FMEA
Andon light
Value stream map
36. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Demand amplification mapping
Lean supply chain
Supply chain management function
37. Vertical y axis stock in days - Horizontal x axis Lead time in days
Lean supply chain
Supply Chain Response Matrix
Demand amplification mapping
SIPOC
38. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Lean implementation
Drum buffer rope
Value stream map
TIM WOOD
39. Enterprise Resource Planning eg SAP - JD Edwards
TPM Total Productive Maintenance
VMI
ERP
RCA Root cause analysis
40. 99.99966% good
Six sigma
Cause and effect (fishbone) diagram
Value stream map
One piece flow
41. 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
One piece flow
Supply chain management function
Defects waste
42. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supermarket
BOM
Supply chain drivers
Motion waste
43. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Kanban
Lean supply chain elements
Logistics
Supply Chain Management
44. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Deming cycle
Logistics
Lean supply chain
Manufacture
45. 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
Takt time
Cycle time
Overprocessing waste
Value stream map
46. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Six sigma
Waiting waste
VVCPP
Supply chain
47. 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
Supply chain
Standardised work
Takt time
Cause and effect (fishbone) diagram
48. 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
Drum buffer rope
CPFR
Value stream map
Work balancing
49. Non value added time. The potential non-production time that can be eliminated from a process
Six sigma
Transport waste
Opportunity time
TQRDCE
50. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
SMART
Kanban
VMI
Lean implementation