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Test your basic knowledge |
Lean Supply Chain
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Study First
Subject
:
business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Vendor Managed Inventory
CANDO
Work balancing
OEE
VMI
2. Tools for finding the root cause: 5 Whys - brainstorming - spaghetti diagram - Pareto analysis - Cause and Effect diagrams
RCA Root cause analysis
Project desirability matrix
Demand amplification mapping
5S
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
LESAT
Takt time
Demand flow technology
TQRDCE
4. Excessive movement - includes document handoffs - Pull system eg Kanban - Reduce batch size - Load levelling
Principles of lean thinking
Poka yoke
Transport waste
Supply chain management function
5. First in first out first piece of inventory required in an operating step is the one delivered first
FIFO
Deming cycle
JIT Just in Time
TQRDCE
6. Plan Do Check Act
Spaghetti diagram
TPM Total Productive Maintenance
Cause and effect (fishbone) diagram
PDCA
7. 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
Lean supply chain elements
Cellular flow
Standardised work
TPM Total Productive Maintenance
8. 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
Defects waste
Logistics
Lean supply chain elements
Motion waste
9. Enterprise Resource Planning eg SAP - JD Edwards
ERP
Cycle time
Cellular flow
Supply Chain Response Matrix
10. Identify and process value streams - Track waste and eliminate - Flow smoothly - Continuous improvement - Seamless integration with all parties
Supply chain drivers
Lean thinking
Defects waste
Lean thinking goals
11. 3 line graph showing product - service - internal scrap - Vertical y axis defect rate - Horizontal x axis the various stages of the process
Cause and effect (fishbone) diagram
Manufacture
Quality filter mapping
Kanban
12. Cumulative trauma disorder
Poka yoke
Demand amplification mapping
CTD
Supply chain factors
13. Globalisation - Innovation/technology - Costs - Competitiveness - Quality - Customer service (including internal customers) - Risk management - Environment (physical)
Supply chain drivers
SMED
Demand amplification mapping
TIM WOOD
14. 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?
Keiretsu
Perfection
Transport waste
Process cycle time or lead time
15. All activities associated with a product from raw material to final customer.
Flow
Process mapping
FIFO
Supply chain
16. A set of businesses with interlocking business relationships and shareholdings
Supply chain components
Defects waste
Demand flow technology
Keiretsu
17. Transport - Inventory - Motion - Waiting - Overproduction - Overprocessing - Defects
TIM WOOD
FIFO
Lean implementation
Visual management system
18. 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
Defects waste
Supply chain components
Kaizen rules
SIPOC
19. Buy - forecast - source - purchase - demand variability - Make - manufacture - assemble - planning - scheduling - Move - warehouse - distribution - logistics - timing - inventory - Sell - customer - demand - on-time
Weighted average cost of capital
Perfection
Principles of lean thinking
Traditional supply chain
20. Value left axis -Success probability right axis - height of bar shows effort involved?
OEE
Motion waste
Spaghetti diagram
Project desirability matrix
21. Identify value - Map value stream - Create flow - Establish flow - Seek perfection
Principles of lean thinking
JIT Just in Time
One piece flow
CANDO
22. Quantity of inventory against time showing batch size at different points
Traditional supply chain
Demand amplification mapping
Mura
MRP
23. Procurement - Manufacturing - Warehousing - Distribution - Customers
Value stream map
OEE
Supply chain drivers
Supply chain components
24. Shows movement through sequence of activities through top view - Plot to see how movement can be reduced
Theory of constraints
Lean implementation
Spaghetti diagram
PDCA
25. 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
Supply chain management function
Supply chain variability factors
Principles of lean thinking
Kanban
26. Link activities and processes into most efficient combinations to maximise value added content while minimising waste
Flow
Cellular flow
VVCPP
Weighted average cost of capital
27. Produces just - what is needed - how much - when needed- where needed - Not just eliminating waste - enhancing value too
Hoshin planning
Cellular flow
Kanban
Lean supply chain
28. Factors that influence addition of value: technology quality reliability delivery customer service and environment
Supply Chain Management
TIM WOOD
Traditional supply chain
TQRDCE
29. Human foolproofing eg cannot insert 3-pin plug wrong way up
Spaghetti diagram
Poka yoke
Project desirability matrix
One piece flow
30. E.g. during changeovers - for work - queues - equipment down - needing feedback from customer - Pull system - Reduce changeover times - Preventive maintenance
SMART
Kaizen rules
Waiting waste
Hoshin planning
31. 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
Supply chain components
Principles of lean thinking
Motion waste
Hoshin planning
32. 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
Drum buffer rope
VSM
Takt time
Supply chain components
33. The 4 ribs or bones are Man - Machine - Materials and Methods
One piece flow
Kaizen rules
Inventory turn
Cause and effect (fishbone) diagram
34. 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
JIT Just in Time
Keiretsu
Manufacture
Supply chain
35. Bill of materials
Value levels in an organisation
BOM
Work balancing
DMAIC
36. Unevenness - Rocks in the stream - hidden by inventory
Mura
JIT Just in Time
OEE
Project desirability matrix
37. Anyone can assess conditions - Encourage participation reduce search time - Fewer questions - Better safety - Beter communication Examples: Tool board - visual kanban
SMART
Supermarket
PDCA
Visual management system
38. Design and manage the processes - flows and assets of material and information required to satisfy customer demands
Hoshin planning
Manufacture
FIFO
Supply chain management function
39. Averages both the volume and sequence of different model types
Production levelling
5S
Lean supply chain elements
CANDO
40. 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
Waiting waste
CPFR
5S
Principles of lean thinking
41. Change for the better - continuous improvement
Supply Chain Management
Defects waste
Kaizen
MOQ
42. Another 5S acronym - Cleaning/Arrangement/Neatness/Discipline/Organization
CANDO
WIIFM
Manufacture
Supply chain
43. Visual 'call for help' system - means a Japanese paper lantern
Poka yoke
Andon light
Drum buffer rope
Defects waste
44. Value added time + nva time... time it takes to go through all the elements of a process before the activity repeats
Value stream
Cycle time
Supply chain drivers
Process cycle time or lead time
45. 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
TPM Total Productive Maintenance
OEE
Motion waste
Lean supply chain
46. Non value added time. The potential non-production time that can be eliminated from a process
Spaghetti diagram
Deming cycle
Opportunity time
Current state map
47. Minimum order quantity
5S
Visual management system
MOQ
Current state map
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
Supply chain management function
Waiting waste
SIPOC
Supermarket
49. 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
Demand amplification mapping
Deming cycle
Overprocessing waste
Demand amplification mapping
50. Try to defer variation - keep generic for as long as possible
SMART
Product variation funnel
Takt time
Manufacture
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