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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. Unevenness - Rocks in the stream - hidden by inventory
TQRDCE
Mura
5S
Weighted average cost of capital
2. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Modern supply chain
SIPOC
BOM
Value creation framework (Murman 2002)
3. 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
Demand amplification mapping
Supply chain factors
Demand flow technology
SMED
4. Single Minute Exchange of Dies - observe and record - separate internal and external - convert internal to external as possible - streamline activities - document
SMED
Value stream
Kaizen
Weighted average cost of capital
5. 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
Mura
Kaizen
Manufacture
6. Collaborative planning forecast replenishment -aka VMI
Weighted average cost of capital
Work balancing
Value stream map
CPFR
7. 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
Right First Time
Kaizen
FMEA
Takt time
8. 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
Product variation funnel
JIT Just in Time
5S
Deming cycle
9. Overall equipment effectiveness: availability x performance x quality yield measured in hours
Standard in-process inventory
OEE
Drum buffer rope
Waiting waste
10. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Theory of constraints
Supply chain variability factors
Kanban
TQRDCE
11. What's in it for me?
Supply chain factors
VSM
WIIFM
Kaizen rules
12. Factors that influence quality. Technology quality reliability delivery customer-service environment
Value stream
TQRDCE
DMAIC
TIM WOOD
13. 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?
Quality filter mapping
Manufacture
Process cycle time or lead time
Kaizen blitz
14. Vendor Managed Inventory
Logistics
Current state map
VMI
Traditional supply chain
15. 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
Spaghetti diagram
Lean supply chain
VSM
Lean implementation
16. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Kanban
SMED
Overprocessing waste
Quality filter mapping
17. 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
Cellular flow
Hoshin planning
Flow
Cause and effect (fishbone) diagram
18. Minimum order quantity
MOQ
Poka yoke
Demand amplification mapping
Value levels in an organisation
19. 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
Mura
ERP
Transport waste
Right First Time
20. Human foolproofing eg cannot insert 3-pin plug wrong way up
Process mapping
Cycle time
Six sigma
Poka yoke
21. All activities associated with a product from raw material to final customer.
Supply chain
WIIFM
Value creation framework (Murman 2002)
Traditional supply chain
22. Plan Do Check Act
Lean supply chain
Principles of lean thinking
PDCA
Value levels in an organisation
23. IT - Inbound logistics - Outbound logistics - Quality - Technology/design
Demand amplification mapping
Inventory waste
CPFR
Supply chain factors
24. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
WIIFM
Production levelling
Lean supply chain
Demand amplification mapping
25. Lean enterprise self assessment tool - proprietary MIT have to buy
Supply chain variability factors
LESAT
Andon light
PDCA
26. Change for the better - continuous improvement
Overprocessing waste
Supply chain components
Kaizen
TPM Total Productive Maintenance
27. 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
Kaizen
Lean thinking goals
Motion waste
Overproducing waste
28. Usually around 8-10%
Theory of constraints
Weighted average cost of capital
MRP
ERP
29. 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
Right First Time
Takt time
Demand amplification mapping
30. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Supply chain
SMART
Demand amplification mapping
Kaizen blitz
31. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
TIM WOOD
One piece flow
Kaizen rules
32. Endless transformation of waste into value from the customer's perspective Womack & Browne 1996
Spaghetti diagram
Lean thinking
Six sigma
FMEA
33. Averages both the volume and sequence of different model types
Manufacture
CANDO
Production levelling
RCA Root cause analysis
34. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
Demand amplification mapping
Standardised work
Principles of lean thinking
Supermarket
35. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
Traditional supply chain
Supply chain management function
TIM WOOD
Current state map
36. 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
Value stream map
Traditional supply chain
TQRDCE
Hoshin planning
37. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Supply Chain Response Matrix
SMART
Theory of constraints
38. The 4 ribs or bones are Man - Machine - Materials and Methods
RCA Root cause analysis
Cause and effect (fishbone) diagram
TQRDCE
Keiretsu
39. Quantity of inventory against time showing batch size at different points
FMEA
Demand amplification mapping
Overproducing waste
Perfection
40. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
MOQ
Lean thinking goals
Visual management system
Supply chain factors
41. 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
Hoshin planning
Modern supply chain
Standardised work
Opportunity time
42. Define measure analyse improve control
Six sigma
Supermarket
DMAIC
WIIFM
43. Ship - store - move - make - pack - distribute - store - sell - return - service
Manufacture
Kaizen blitz
Kaizen
Deming cycle
44. 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)
OEE
Kanban
Spaghetti diagram
VVCPP
45. Plan Do Check Act
Deming cycle
Production levelling
SMART
Kaizen
46. Cumulative trauma disorder
CTD
Traditional supply chain
Andon light
Process mapping
47. Short focused burst of activity used to complement Kaizen thinking
Supply chain drivers
Production levelling
Kaizen blitz
VMI
48. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
SIPOC
Kaizen
Transport waste
TQRDCE
49. 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
Kanban
Perfection
Theory of constraints
TQRDCE
50. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Overproducing waste
MRP
Spaghetti diagram
SMART