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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. 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
5S
TPM Total Productive Maintenance
BOM
Manufacture
2. Enterprise Resource Planning eg SAP - JD Edwards
ERP
Current state map
Demand amplification mapping
DMAIC
3. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
Value stream
Cause and effect (fishbone) diagram
FMEA
CANDO
4. Vertical y axis stock in days - Horizontal x axis Lead time in days
BOM
Cellular flow
Supply Chain Response Matrix
Lean supply chain elements
5. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Value stream
Project desirability matrix
Supply chain management function
Supply chain factors
6. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Modern supply chain
Manufacture
Transport waste
Production levelling
7. The 4 ribs or bones are Man - Machine - Materials and Methods
Lean supply chain
Cause and effect (fishbone) diagram
5S
Andon light
8. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Cycle time
CANDO
TQRDCE
Cellular flow
9. Suppliers inputs process outputs customers
Andon light
Process cycle time or lead time
SIPOC
5S
10. '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
Value stream map
Lean thinking
Production levelling
Supply Chain Management
11. 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.
Manufacture
Drum buffer rope
Demand amplification mapping
SIPOC
12. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
CANDO
Traditional supply chain
Supply Chain Response Matrix
Supply chain drivers
13. 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
Demand amplification mapping
Kaizen blitz
Keiretsu
Kaizen rules
14. 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
Standardised work
Kanban
VVCPP
15. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Production levelling
DMAIC
Lean thinking goals
Mura
16. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Poka yoke
CANDO
Transport waste
17. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
ERP
Principles of lean thinking
Supply chain factors
WIIFM
18. Visual 'call for help' system - means a Japanese paper lantern
Value levels in an organisation
OEE
Project desirability matrix
Andon light
19. 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?
TQRDCE
TIM WOOD
Process cycle time or lead time
Supply chain factors
20. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Kaizen rules
Poka yoke
Supply chain components
Supply chain management function
21. Visual description of an activity
Process mapping
Production levelling
RCA Root cause analysis
FMEA
22. Try to defer variation - keep generic for as long as possible
Theory of constraints
Six sigma
Traditional supply chain
Product variation funnel
23. 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
Value levels in an organisation
Kaizen rules
Drum buffer rope
24. All activities associated with a product from raw material to final customer.
WIIFM
Supply chain
Takt time
Value creation framework (Murman 2002)
25. 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
Deming cycle
Waiting waste
Hoshin planning
Supply chain
26. Averages both the volume and sequence of different model types
Production levelling
Deming cycle
Overproducing waste
Supply chain drivers
27. Non value added time. The potential non-production time that can be eliminated from a process
Kaizen rules
Lean supply chain elements
Work balancing
Opportunity time
28. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TIM WOOD
Demand flow technology
TPM Total Productive Maintenance
JIT Just in Time
29. Factors that influence quality. Technology quality reliability delivery customer-service environment
Kaizen blitz
Weighted average cost of capital
TQRDCE
Supply Chain Management
30. 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
Current state map
VSM
Supply chain management function
CPFR
31. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Process mapping
Inventory turn
Supply Chain Response Matrix
TQRDCE
32. 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
Kaizen rules
Lean supply chain
Process cycle time or lead time
Current state map
33. 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
Manufacture
JIT Just in Time
MOQ
Inventory waste
34. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Weighted average cost of capital
Value levels in an organisation
Modern supply chain
One piece flow
35. Material requisition planning
MRP
VSM
Lean supply chain elements
Lean thinking
36. Minimum order quantity
Overprocessing waste
Cause and effect (fishbone) diagram
Process cycle time or lead time
MOQ
37. Define measure analyse improve control
Cellular flow
DMAIC
Quality filter mapping
Hoshin planning
38. Product portfolio - Product design - Variety in parts/raw materials - Manufacturing process - Inventory (BTO or BTS) - Distribution - Vendor partnerships - Logistics
Right First Time
5S
Supply chain variability factors
Cause and effect (fishbone) diagram
39. A set of businesses with interlocking business relationships and shareholdings
Keiretsu
BOM
Cycle time
Demand flow technology
40. Each step in process should be as close to Takt time as possible
Lean thinking goals
Opportunity time
Work balancing
Supply chain components
41. Inventory against time typically 4 lines consumer demand - retail sales - mfr forecast - mfr plan
Perfection
Demand amplification mapping
5S
Value levels in an organisation
42. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Value stream
Keiretsu
Spaghetti diagram
Supermarket
43. Usually around 8-10%
Product variation funnel
Cause and effect (fishbone) diagram
Flow
Weighted average cost of capital
44. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Visual management system
Perfection
Supply chain variability factors
Six sigma
45. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Theory of constraints
Quality filter mapping
Mura
Cause and effect (fishbone) diagram
46. First in first out first piece of inventory required in an operating step is the one delivered first
Supply chain drivers
FIFO
WIIFM
TPM Total Productive Maintenance
47. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Kaizen rules
Lean supply chain elements
Quality filter mapping
TQRDCE
48. Value left axis -Success probability right axis - height of bar shows effort involved?
Kanban
Project desirability matrix
VVCPP
Poka yoke
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
Quality filter mapping
Work balancing
Value creation framework (Murman 2002)
OEE
50. 99.99966% good
Kanban
Logistics
Six sigma
Supply chain