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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.
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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. Change for the better - continuous improvement
Right First Time
Lean thinking goals
Kaizen
Supermarket
2. 1. Value Proposition - it is easy to identify stakeholders - it is very difficult to understand what provides value to stakeholders 2. Value Identification - structure value streams based on the stakeholders' value propositions so that people - g
Perfection
Value creation framework (Murman 2002)
Kanban
Flow
3. 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
Principles of lean thinking
Defects waste
Standardised work
Lean implementation
4. What's in it for me?
Poka yoke
MRP
Modern supply chain
WIIFM
5. Overall equipment effectiveness: availability x performance x quality yield measured in hours
OEE
WIIFM
Supermarket
Supply chain drivers
6. 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
OEE
Perfection
Takt time
RCA Root cause analysis
7. 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
Cellular flow
Standardised work
Overprocessing waste
ERP
8. First in first out first piece of inventory required in an operating step is the one delivered first
Principles of lean thinking
Work balancing
FIFO
SMED
9. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Waiting waste
Principles of lean thinking
Transport waste
Takt time
10. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
Weighted average cost of capital
Value stream
5S
11. All activities associated with a product from raw material to final customer.
Supply chain
Kaizen rules
TPM Total Productive Maintenance
FMEA
12. 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
Work balancing
Inventory waste
SMED
Process mapping
13. Focus on the biggest problem because it is the rate limiting step
MRP
Theory of constraints
Inventory turn
Lean supply chain elements
14. Vendor Managed Inventory
VMI
Supply chain drivers
Project desirability matrix
DMAIC
15. Visual 'call for help' system - means a Japanese paper lantern
TIM WOOD
Visual management system
Weighted average cost of capital
Andon light
16. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Demand amplification mapping
Inventory turn
Logistics
OEE
17. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Kaizen
Supply chain components
SMART
One piece flow
18. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Manufacture
Takt time
Defects waste
OEE
19. 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
Poka yoke
CTD
Current state map
Cause and effect (fishbone) diagram
20. Try to defer variation - keep generic for as long as possible
ERP
Cycle time
Product variation funnel
SMART
21. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
DMAIC
Quality filter mapping
Value stream
One piece flow
22. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Principles of lean thinking
CPFR
PDCA
Demand amplification mapping
23. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Supply chain management function
Project desirability matrix
Demand amplification mapping
Supply Chain Response Matrix
24. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
PDCA
DMAIC
TPM Total Productive Maintenance
Cycle time
25. Enterprise Resource Planning eg SAP - JD Edwards
Lean thinking goals
Supply chain components
Visual management system
ERP
26. The 4 ribs or bones are Man - Machine - Materials and Methods
Waiting waste
Deming cycle
RCA Root cause analysis
Cause and effect (fishbone) diagram
27. Suppliers inputs process outputs customers
TQRDCE
Value creation framework (Murman 2002)
Supply chain variability factors
SIPOC
28. 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
Drum buffer rope
Transport waste
PDCA
29. Material requisition planning
One piece flow
MRP
Theory of constraints
Overproducing waste
30. 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
Inventory turn
Supply chain factors
Drum buffer rope
Transport waste
31. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Overproducing waste
Product variation funnel
Weighted average cost of capital
Supply chain drivers
32. 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
Supply chain drivers
Value stream map
Project desirability matrix
Cause and effect (fishbone) diagram
33. 99.99966% good
Work balancing
Supply chain drivers
Six sigma
Production levelling
34. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
DMAIC
Lean thinking
Process mapping
Waiting waste
35. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Modern supply chain
SMED
Supermarket
WIIFM
36. 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
Value levels in an organisation
Motion waste
TQRDCE
BOM
37. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Hoshin planning
Value levels in an organisation
Value creation framework (Murman 2002)
Theory of constraints
38. 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
Work balancing
Kaizen rules
Motion waste
Poka yoke
39. 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
Visual management system
Lean thinking
JIT Just in Time
VMI
40. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Lean supply chain elements
Overproducing waste
Supply Chain Response Matrix
SMED
41. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Visual management system
Andon light
Takt time
Process mapping
42. Visual description of an activity
JIT Just in Time
Process mapping
Mura
Overprocessing waste
43. 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
WIIFM
Cellular flow
SMED
Standard in-process inventory
44. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Kaizen rules
Supply chain variability factors
SIPOC
MRP
45. Define measure analyse improve control
MOQ
DMAIC
Manufacture
Cycle time
46. 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
Process mapping
Right First Time
WIIFM
Kanban
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
5S
Principles of lean thinking
Lean supply chain
Supply chain management function
48. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Deming cycle
Value levels in an organisation
Lean supply chain
Kaizen rules
49. 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.
Drum buffer rope
Visual management system
VMI
Value levels in an organisation
50. Quantity of inventory against time showing batch size at different points
Demand flow technology
Supply chain components
CPFR
Demand amplification mapping
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