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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. Short focused burst of activity used to complement Kaizen thinking
Kaizen blitz
Value stream
Supply Chain Management
Modern supply chain
2. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
Lean supply chain elements
Lean implementation
RCA Root cause analysis
Cause and effect (fishbone) diagram
3. Vendor Managed Inventory
VMI
Standard in-process inventory
Cause and effect (fishbone) diagram
Modern supply chain
4. 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?
CANDO
Process cycle time or lead time
Andon light
WIIFM
5. Define measure analyse improve control
MOQ
DMAIC
Theory of constraints
LESAT
6. Ship - store - move - make - pack - distribute - store - sell - return - service
Supply Chain Response Matrix
Manufacture
Process cycle time or lead time
Overproducing waste
7. Factors that influence quality. Technology quality reliability delivery customer-service environment
Logistics
Supply chain drivers
Supply Chain Management
TQRDCE
8. Specific - Measurable - Achievable - Realistic - Timetable/ time based / timely
Project desirability matrix
Standardised work
SMART
Supply chain drivers
9. Collaborative planning forecast replenishment -aka VMI
Product variation funnel
CPFR
Takt time
Mura
10. Rework - repair - incorrect info. Due to poor training - tools - layouts - process failures - established standards - checklists - forms. - Visual controls - 5 Whys RCA - PDCA - Poke Yoke
Value stream
Defects waste
TQRDCE
Supply Chain Management
11. First in first out first piece of inventory required in an operating step is the one delivered first
Andon light
Cellular flow
FIFO
Supply chain
12. Non value added time. The potential non-production time that can be eliminated from a process
Supply chain drivers
Opportunity time
Lean thinking
TIM WOOD
13. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Inventory waste
VMI
Traditional supply chain
RCA Root cause analysis
14. Must all work together - Suppliers - Procurement - Operations - Warehousing - Transport - Customers
Takt time
Weighted average cost of capital
CANDO
Lean supply chain elements
15. Plan Do Check Act
Current state map
Deming cycle
TPM Total Productive Maintenance
Supply chain components
16. All mfg inherently wasteful. ultimate in batch reduction is a single piece going through a process
Defects waste
Value levels in an organisation
One piece flow
Supply Chain Management
17. Visual description of an activity
Lean implementation
Drum buffer rope
Six sigma
Process mapping
18. 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
FMEA
Deming cycle
Lean implementation
Value creation framework (Murman 2002)
19. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
VVCPP
Supply chain drivers
JIT Just in Time
Supply chain management function
20. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Transport waste
Cellular flow
MRP
SMART
21. All activities associated with a product from raw material to final customer.
RCA Root cause analysis
Supply chain
Supply Chain Management
Standardised work
22. Places where part finished inventory is stored until info comes from the customer that there's demand to finish it in a particular way
TPM Total Productive Maintenance
Logistics
Supermarket
Keiretsu
23. 99.99966% good
TPM Total Productive Maintenance
Six sigma
Andon light
WIIFM
24. Strategic - long term decision usually multi-year basis - tactical - typically decided annually or quarterly - operational - typically decided on a day to day basis
Value levels in an organisation
JIT Just in Time
Modern supply chain
MRP
25. Outsourcing - ecommerce - digitisation - globalisation - innovation - costs
Value levels in an organisation
Modern supply chain
Lean thinking goals
Overprocessing waste
26. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
Kaizen
Right First Time
Visual management system
Waiting waste
27. 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
Opportunity time
Inventory waste
Demand amplification mapping
Lean thinking goals
28. 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
TQRDCE
5S
Production levelling
VSM
29. The 4 ribs or bones are Man - Machine - Materials and Methods
Drum buffer rope
Andon light
Cause and effect (fishbone) diagram
Takt time
30. A set of businesses with interlocking business relationships and shareholdings
Cause and effect (fishbone) diagram
Six sigma
Standard in-process inventory
Keiretsu
31. Inbound: total cost of ownership - v quality - delivery schedule - flexibility - Outbound: customer satisfaction - v cost - flexibility - support level
Supply chain
Logistics
Weighted average cost of capital
Work balancing
32. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
Spaghetti diagram
Standardised work
Principles of lean thinking
Waiting waste
33. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
FMEA
Modern supply chain
Flow
Supply chain drivers
34. 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
Traditional supply chain
Supply chain components
VSM
TQRDCE
35. 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
Work balancing
Value stream map
Kanban
Takt time
36. 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
Current state map
Demand flow technology
Inventory waste
Principles of lean thinking
37. 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
CANDO
Kanban
FMEA
Theory of constraints
38. Averages both the volume and sequence of different model types
Demand flow technology
Production levelling
VMI
Kaizen rules
39. 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
Traditional supply chain
Standardised work
Current state map
Manufacture
40. Each step in process should be as close to Takt time as possible
Inventory turn
Work balancing
Supply chain factors
Lean thinking goals
41. Human foolproofing eg cannot insert 3-pin plug wrong way up
VMI
MOQ
Poka yoke
Motion waste
42. 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)
Mura
Hoshin planning
Spaghetti diagram
Perfection
43. Focus on the biggest problem because it is the rate limiting step
Supply chain management function
Value creation framework (Murman 2002)
Theory of constraints
Lean supply chain
44. Change for the better - continuous improvement
Overprocessing waste
TIM WOOD
Takt time
Kaizen
45. Procurement - Manufacturing - Warehousing - Distribution - Customers
Supply chain components
Flow
WIIFM
Waiting waste
46. 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
Cellular flow
FIFO
SIPOC
Inventory waste
47. Suppliers inputs process outputs customers
SIPOC
Supply chain components
Quality filter mapping
VSM
48. Quantity of inventory against time showing batch size at different points
Supply chain components
SMART
Demand amplification mapping
JIT Just in Time
49. Usually around 8-10%
Right First Time
Weighted average cost of capital
Kaizen
CANDO
50. 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
Andon light
Drum buffer rope
TPM Total Productive Maintenance
Quality filter mapping