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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. 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
Value stream map
TIM WOOD
Demand amplification mapping
Spaghetti diagram
2. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Product variation funnel
Standard in-process inventory
SMED
TIM WOOD
3. 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
Weighted average cost of capital
FMEA
VSM
Demand amplification mapping
4. Suppliers inputs process outputs customers
Flow
Value levels in an organisation
Motion waste
SIPOC
5. Focus on the biggest problem because it is the rate limiting step
LESAT
Principles of lean thinking
Theory of constraints
OEE
6. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Flow
CTD
Principles of lean thinking
Right First Time
7. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
VVCPP
Product variation funnel
CANDO
MRP
8. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
Cycle time
Lean thinking goals
Traditional supply chain
9. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Lean thinking goals
OEE
RCA Root cause analysis
Process mapping
10. Plan Do Check Act
Value creation framework (Murman 2002)
Lean supply chain elements
TPM Total Productive Maintenance
Deming cycle
11. 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
SIPOC
Theory of constraints
CTD
12. 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?
Supply chain components
Process cycle time or lead time
SMED
Demand flow technology
13. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Demand amplification mapping
Modern supply chain
Flow
14. First in first out first piece of inventory required in an operating step is the one delivered first
CANDO
FIFO
Modern supply chain
WIIFM
15. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Value stream map
Waiting waste
Supply chain drivers
Inventory turn
16. 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
Current state map
Perfection
Modern supply chain
17. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
Right First Time
Supply chain variability factors
Supply chain
Overproducing waste
18. Each step in process should be as close to Takt time as possible
Supply chain factors
Work balancing
Theory of constraints
Deming cycle
19. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
LESAT
Lean supply chain elements
Defects waste
VSM
20. Visual description of an activity
Hoshin planning
Waiting waste
Process mapping
One piece flow
21. 99.99966% good
Supply Chain Management
Transport waste
Standard in-process inventory
Six sigma
22. 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)
Lean thinking goals
Transport waste
SMED
Perfection
23. 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
Manufacture
Lean thinking
Demand amplification mapping
24. 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
Logistics
Overprocessing waste
Right First Time
Supply chain management function
25. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
CPFR
TQRDCE
RCA Root cause analysis
Keiretsu
26. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Cause and effect (fishbone) diagram
WIIFM
Lean supply chain
Spaghetti diagram
27. 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
VMI
SMED
Demand amplification mapping
28. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Keiretsu
Supply chain
Value stream
Production levelling
29. Change for the better - continuous improvement
ERP
Motion waste
Kaizen
Spaghetti diagram
30. Vendor Managed Inventory
Hoshin planning
Cycle time
VMI
Weighted average cost of capital
31. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Visual management system
Quality filter mapping
Takt time
Motion waste
32. 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
Principles of lean thinking
Motion waste
Keiretsu
MRP
33. What's in it for me?
Hoshin planning
WIIFM
Lean supply chain elements
Logistics
34. Enterprise Resource Planning eg SAP - JD Edwards
Flow
Hoshin planning
ERP
5S
35. Vertical y axis stock in days - Horizontal x axis Lead time in days
LESAT
Supply Chain Response Matrix
Principles of lean thinking
MOQ
36. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
MOQ
Supply chain factors
Demand amplification mapping
Defects waste
37. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
SIPOC
Overproducing waste
Value creation framework (Murman 2002)
Lean supply chain
38. 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
Standardised work
Inventory turn
Demand flow technology
TIM WOOD
39. Ship - store - move - make - pack - distribute - store - sell - return - service
Value stream map
Supply chain management function
Manufacture
Lean thinking
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
5S
Principles of lean thinking
Spaghetti diagram
Lean supply chain elements
41. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Production levelling
Lean supply chain
Demand amplification mapping
Project desirability matrix
42. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
FIFO
Keiretsu
Manufacture
Logistics
43. Non value added time. The potential non-production time that can be eliminated from a process
MOQ
Opportunity time
Quality filter mapping
SIPOC
44. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
CANDO
Motion waste
Demand amplification mapping
45. Collaborative planning forecast replenishment -aka VMI
Supply Chain Management
Visual management system
CPFR
Spaghetti diagram
46. Factors that influence addition of value: technology quality reliability delivery customer service and environment
TQRDCE
Process cycle time or lead time
Value creation framework (Murman 2002)
Waiting waste
47. Procurement - Manufacturing - Warehousing - Distribution - Customers
Demand amplification mapping
Supply chain components
Motion waste
Six sigma
48. 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
Kaizen
TPM Total Productive Maintenance
Traditional supply chain
Motion waste
49. All activities associated with a product from raw material to final customer.
Six sigma
Supply chain
Demand amplification mapping
Demand flow technology
50. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Lean thinking
Principles of lean thinking
Value creation framework (Murman 2002)
Mura