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Lean Supply Chain

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. Vendor Managed Inventory






2. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams






3. 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






4. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling






5. First in first out first piece of inventory required in an operating step is the one delivered first






6. Plan Do Check Act






7. 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






8. 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






9. Enterprise Resource Planning eg SAP - JD Edwards






10. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties






11. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






12. Cumulative trauma disorder






13. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)






14. 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?






15. All activities associated with a product from raw material to final customer.






16. A set of businesses with interlocking business relationships and shareholdings






17. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects






18. 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






19. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time






20. Value left axis -Success probability right axis - height of bar shows effort involved?






21. Identify value - Map value stream - Create flow - Establish flow - Seek perfection






22. Quantity of inventory against time showing batch size at different points






23. Procurement - Manufacturing - Warehousing - Distribution - Customers






24. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced






25. 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






26. Link activities and processes into most efficient combinations to maximise value added content while minimising waste






27. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too






28. Factors that influence addition of value: technology quality reliability delivery customer service and environment






29. Human foolproofing eg cannot insert 3-pin plug wrong way up






30. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance






31. 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






32. 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






33. The 4 ribs or bones are Man - Machine - Materials and Methods






34. 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






35. Bill of materials






36. Unevenness - Rocks in the stream - hidden by inventory






37. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban






38. Design and manage the processes - flows and assets of material and information required to satisfy customer demands






39. Averages both the volume and sequence of different model types






40. 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






41. Change for the better - continuous improvement






42. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization






43. Visual 'call for help' system - means a Japanese paper lantern






44. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats






45. 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






46. Non value added time. The potential non-production time that can be eliminated from a process






47. Minimum order quantity






48. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way






49. 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






50. Try to defer variation - keep generic for as long as possible







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