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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. 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






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






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






4. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling






5. 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.






6. 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?






7. 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






8. Material requisition planning






9. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level






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






11. Short focused burst of activity used to complement Kaizen thinking






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






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






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






15. Suppliers inputs process outputs customers






16. 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






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






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






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






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






21. 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)






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






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






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






25. 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






26. What's in it for me?






27. Change for the better - continuous improvement






28. 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






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






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






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






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






33. 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






34. 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






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






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






37. Each step in process should be as close to Takt time as possible






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






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






40. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke






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






42. '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






43. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely






44. 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






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






46. 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






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






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. 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)






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







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