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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. What's in it for me?
VVCPP
Production levelling
TQRDCE
WIIFM
2. Focus on the biggest problem because it is the rate limiting step
WIIFM
Andon light
Logistics
Theory of constraints
3. Material requisition planning
Principles of lean thinking
FMEA
Six sigma
MRP
4. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Poka yoke
Transport waste
Principles of lean thinking
SMED
5. The 4 ribs or bones are Man - Machine - Materials and Methods
JIT Just in Time
Cause and effect (fishbone) diagram
Demand amplification mapping
Lean implementation
6. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Demand amplification mapping
Six sigma
TIM WOOD
Opportunity time
7. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Defects waste
Lean thinking goals
Lean supply chain elements
Transport waste
8. 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
Right First Time
Logistics
Product variation funnel
VSM
9. 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
ERP
TPM Total Productive Maintenance
FIFO
TQRDCE
10. Overall equipment effectiveness: availability x performance x quality yield measured in hours
CPFR
OEE
Flow
Principles of lean thinking
11. 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
FMEA
JIT Just in Time
Waiting waste
TQRDCE
12. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Weighted average cost of capital
Six sigma
TPM Total Productive Maintenance
Defects waste
13. Factors that influence addition of value: technology quality reliability delivery customer service and environment
MRP
TQRDCE
TIM WOOD
Opportunity time
14. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
WIIFM
Supply Chain Response Matrix
Hoshin planning
Lean thinking
15. 99.99966% good
Six sigma
Transport waste
Standardised work
Inventory turn
16. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Perfection
Inventory waste
Takt time
RCA Root cause analysis
17. The minimum number of parts - including units in machines - required to keep a cell or process moving
Standard in-process inventory
Quality filter mapping
Keiretsu
Lean supply chain
18. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Lean implementation
CANDO
Value levels in an organisation
BOM
19. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Weighted average cost of capital
Process cycle time or lead time
Supply chain management function
Standard in-process inventory
20. Averages both the volume and sequence of different model types
Production levelling
Inventory turn
Lean implementation
RCA Root cause analysis
21. Bill of materials
Value stream
MOQ
BOM
Logistics
22. Vendor Managed Inventory
SMED
VMI
JIT Just in Time
Supermarket
23. Too much or too soon - excessive work in progress - Pull system eg Kanban - Batch size reduction- Load levelling
TPM Total Productive Maintenance
Overproducing waste
Process mapping
Waiting waste
24. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
Value creation framework (Murman 2002)
Mura
TIM WOOD
25. 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
VSM
CTD
Product variation funnel
Standardised work
26. 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.
CANDO
Drum buffer rope
Weighted average cost of capital
TPM Total Productive Maintenance
27. Enterprise Resource Planning eg SAP - JD Edwards
ERP
Supply chain drivers
MRP
Kaizen
28. Cumulative trauma disorder
Lean thinking goals
TQRDCE
TQRDCE
CTD
29. 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)
TQRDCE
TQRDCE
Perfection
Deming cycle
30. Plan Do Check Act
TPM Total Productive Maintenance
PDCA
VVCPP
Demand amplification mapping
31. Usually around 8-10%
Supply chain
Lean supply chain
BOM
Weighted average cost of capital
32. 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?
One piece flow
Demand flow technology
Perfection
Process cycle time or lead time
33. Lean enterprise self assessment tool - proprietary MIT have to buy
OEE
LESAT
Overprocessing waste
Keiretsu
34. 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
DMAIC
Kanban
Perfection
MRP
35. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Lean supply chain
Motion waste
Lean thinking goals
Cycle time
36. eople - knowledge and skills - Tools and technologies - Physical facilities - where the value stream resides - Communication channels - Policies and procedures
Value levels in an organisation
Value stream
Spaghetti diagram
VMI
37. 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
Andon light
BOM
Kaizen rules
Supply Chain Management
38. 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
Motion waste
Production levelling
Demand flow technology
Supply Chain Response Matrix
39. Each step in process should be as close to Takt time as possible
Spaghetti diagram
Supply chain drivers
Work balancing
OEE
40. Change for the better - continuous improvement
Perfection
CANDO
Kaizen
Supply Chain Management
41. Plan Do Check Act
Traditional supply chain
SMART
Deming cycle
LESAT
42. All activities associated with a product from raw material to final customer.
Supply chain
PDCA
Current state map
SIPOC
43. Suppliers inputs process outputs customers
Waiting waste
Traditional supply chain
SIPOC
Inventory turn
44. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Lean thinking goals
Traditional supply chain
Cellular flow
Current state map
45. Quantity of inventory against time showing batch size at different points
Traditional supply chain
Demand amplification mapping
Production levelling
Supply Chain Response Matrix
46. 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
Hoshin planning
Quality filter mapping
Kaizen blitz
Value creation framework (Murman 2002)
47. 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
Current state map
CPFR
Manufacture
Value stream map
48. Define measure analyse improve control
Deming cycle
Kaizen rules
Visual management system
DMAIC
49. Visual 'call for help' system - means a Japanese paper lantern
VMI
Process mapping
MOQ
Andon light
50. Collaborative planning forecast replenishment -aka VMI
DMAIC
CTD
Right First Time
CPFR