Test your basic knowledge |

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. What's in it for me?






2. 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?






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






4. Factors that influence quality. Technology quality reliability delivery customer-service environment






5. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996






6. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers






7. Vertical y axis stock in days - Horizontal x axis Lead time in days






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






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






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






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






12. 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






13. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan






14. Visual description of an activity






15. Focus on the biggest problem because it is the rate limiting step






16. Define measure analyse improve control






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






18. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document






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






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






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






22. Cumulative trauma disorder






23. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process






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






25. 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






26. Collaborative planning forecast replenishment -aka VMI






27. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics






28. Overall equipment effectiveness: availability x performance x quality yield measured in hours






29. 99.99966% good






30. 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






31. Bill of materials






32. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis






33. 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






34. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process






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






36. Lean enterprise self assessment tool - proprietary MIT have to buy






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






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






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






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






41. 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






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






43. IT - Inbound logistics - Outbound logistics - Quality - Technology/design






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






45. Ship - store - move - make - pack - distribute - store - sell - return - service






46. The minimum number of parts - including units in machines - required to keep a cell or process moving






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






48. 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






49. 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






50. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures







Sorry!:) No result found.

Can you answer 50 questions in 15 minutes?


Let me suggest you:

Browse all subjects

Browse all tests

Most popular tests



Major Subjects

Tests & Exams


AP
CLEP
DSST
GRE
SAT
GMAT

Browse all subjects

Browse all tests

Most popular tests