Equifax Lean Test 2015

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| By Equifaxlean

Equifaxlean

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Quizzes Created: 2 | Total Attempts: 677

Questions: 50 | Attempts: 412 | Updated: Mar 21, 2023

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Questions and Answers

1.

What is the fundamental goal of Lean?
- A.
  
  Take cost out of an organization and drive earnings by reducing staff levels
- B.
  
  Reduce the time and resources needed to convert customer orders into high quality/low-cost deliverables
- C.
  
  Get more life out of existing systems and processes to avoid upgrading
- D.
  
  Effectively integrate newly acquired companies
Correct Answer
B. Reduce the time and resources needed to convert customer orders into high quality/low-cost deliverables

Explanation
The fundamental goal of Lean is to reduce the time and resources needed to convert customer orders into high quality/low-cost deliverables. This means streamlining processes and eliminating waste to improve efficiency and effectiveness in delivering products or services to customers. By doing so, organizations can improve customer satisfaction, reduce costs, and increase profitability.

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2.

What are 3 examples of factors that define value?
- A.
  
  A raw material is transformed into a finished product
- B.
  
  A feature is added to a product that customer is willing to pay for
- C.
  
  A process step required by an internal business policy
- D.
  
  A process with output that meets the customer’s quality specification without rework
- E.
  
  Something that lowers the customer’s cost
Correct Answer(s)
A. A raw material is transformed into a finished product
B. A feature is added to a product that customer is willing to pay for
D. A process with output that meets the customer’s quality specification without rework

Explanation
The three examples given in the answer all relate to factors that define value. The first example highlights the transformation of raw materials into a finished product, which adds value by creating a usable and marketable item. The second example emphasizes the addition of a feature to a product that customers are willing to pay for, indicating that this feature enhances the product's value in the eyes of the customers. The third example mentions a process with output that meets the customer's quality specification without rework, suggesting that delivering a high-quality product without any defects or rework adds value to the customer.

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3.

Identify the non-value activity:
- A.
  
  Changing raw data into a score that a customer pays for
- B.
  
  Reworking a product to meet a customer’s requirement
- C.
  
  Delivering a batch credit file at exact time specified by a customer
Correct Answer
B. Reworking a product to meet a customer’s requirement

Explanation
The non-value activity in this scenario is reworking a product to meet a customer's requirement. This is considered a non-value activity because it involves additional work that was not initially planned or required. It can lead to wasted time, resources, and increased costs. The other activities mentioned, changing raw data into a score that a customer pays for and delivering a batch credit file at the exact time specified by a customer, are both value-added activities as they directly contribute to meeting customer needs and generating revenue.

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4.

Lean thinking suggests that to fully understand a process you should...
- A.
  
  Ask for all the data you can get and develop a visual map
- B.
  
  Do a series of stakeholder interviews, request reports, and start capturing customer VOC
- C.
  
  Engage directly with stakeholders at the real place they’re experiencing a problem and use that info to guide data requests, analysis, and hypotheses
- D.
  
  Run a series of experiments to test the assumptions coming from customer feedback
Correct Answer
C. Engage directly with stakeholders at the real place they’re experiencing a problem and use that info to guide data requests, analysis, and hypotheses

Explanation
Lean thinking suggests that to fully understand a process, it is important to engage directly with stakeholders at the real place they're experiencing a problem. This allows for firsthand observation and gathering of information, which can then guide data requests, analysis, and hypotheses. By directly interacting with stakeholders, one can gain a deeper understanding of the issues they face and gather valuable insights that may not be captured through other means such as reports or customer feedback. This approach emphasizes the importance of real-world experiences and the involvement of key stakeholders in the process analysis.

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5.

For the following example, identify the three wastes: After receiving a customer specification, a developer codes to the requirement. She wasn’t sure about one of the requirements and had to reach out to the customer for clarification. She then had to recode some of her work. To be on the safe side, she figured she’d go ahead and include additional features that were part of the previous release. Then, deciding to work ahead, she built some extra features she thought the customer might appreciate.
- A.
  
  Defects
- B.
  
  Overproduction
- C.
  
  Waiting
- D.
  
  Transportation
- E.
  
  Over processing
- F.
  
  Motion
- G.
  
  Inventory
- H.
  
  Behavioral
Correct Answer(s)
A. Defects
B. Overproduction
E. Over processing

Explanation
The three wastes identified in the given example are defects, overproduction, and over processing. The developer had to recode some of her work due to a misunderstanding of the requirements, which resulted in defects. She also included additional features from a previous release, which can be considered overproduction. Additionally, she built extra features that were not requested by the customer, leading to over processing.

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6.

For the following example, identify the three wastes: You are an SVP of Marketing. An employee on your team who, has an advanced degree in mathematical sciences, struggles with an assignment to overhaul marketing communication material, failing to produce the attractive, catchy posters and ads you specified. Meanwhile, the VP of Marketing Analytics is complaining that the open position on her team is delaying an upcoming segmentation project.
- A.
  
  Defects
- B.
  
  Overproduction
- C.
  
  Waiting
- D.
  
  Transportation
- E.
  
  Over processing
- F.
  
  Motion
- G.
  
  Inventory
- H.
  
  Behavioral
Correct Answer(s)
A. Defects
G. Inventory
H. Behavioral

Explanation
In this scenario, the three wastes that can be identified are defects, inventory, and behavioral. The employee's struggle to produce attractive and catchy marketing communication material indicates a defect in the process. The mention of the open position causing a delay in the segmentation project suggests an inventory waste, as there is an excess of work waiting to be done. The reference to the employee's behavior and their inability to meet the specified requirements points to a behavioral waste.

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7.

A Lean practitioner should do what when there isn’t much documentation for a process and when stakeholders need a visual representation of a process to identify wastes?
- A.
  
  Put together a Lean (Kaizen) event to get different view points
- B.
  
  Capture metrics on how a process should work and how much waste is included
- C.
  
  Develop a process map (or flow) or value stream map
- D.
  
  Get direction from the project sponsor on what’s in or out of scope
Correct Answer
C. Develop a process map (or flow) or value stream map

Explanation
When there isn't much documentation for a process and stakeholders need a visual representation of a process to identify wastes, a Lean practitioner should develop a process map (or flow) or value stream map. This visual representation will help to understand the current state of the process, identify any inefficiencies or wastes, and provide a basis for improvement. By mapping out the process, it becomes easier to identify areas of improvement and implement Lean principles effectively.

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8.

A Value Stream Map is different from a simple Process Flow or Process Map in what key way?
- A.
  
  High level summary of the activities from order to delivery, along with time to complete each activity step and wait times
- B.
  
  Has a step-by-step view of process steps and major wastes
- C.
  
  Can be used to identify wastes like rework loops
- D.
  
  Focuses on the step-by-step tasks of one activity in an organization
Correct Answer
A. High level summary of the activities from order to delivery, along with time to complete each activity step and wait times

Explanation
A Value Stream Map differs from a simple Process Flow or Process Map because it provides a high-level summary of the activities involved in the entire process from order to delivery. It includes information about the time required to complete each activity step as well as any wait times. This holistic view allows for a better understanding of the overall flow and helps identify areas of improvement and potential waste. In contrast, a Process Flow or Process Map focuses on the step-by-step tasks of one specific activity within an organization and may not provide the same level of comprehensive analysis.

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9.

What tool can help Lean practitioners think ahead about what kind of data elements they would want to gather around a process, what sources may be involved, how frequently, what units, etc?
- A.
  
  Pareto Chart
- B.
  
  Data Collection Plan
- C.
  
  Baseline Data
- D.
  
  Service Level Agreement
Correct Answer
B. Data Collection Plan

Explanation
A Data Collection Plan is a tool that can help Lean practitioners think ahead about what kind of data elements they would want to gather around a process, what sources may be involved, how frequently, what units, etc. This plan outlines the specific data that needs to be collected, the methods for collecting it, and the frequency of data collection. It helps ensure that the right data is collected in a consistent and systematic manner, allowing for accurate analysis and decision-making. A Pareto Chart, Baseline Data, and Service Level Agreement are not specifically designed for this purpose.

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10.

What are two tools used for Root Cause Analysis?
- A.
  
  Fishbone Diagram
- B.
  
  Poka-Yoke
- C.
  
  The Five Whys approach
- D.
  
  Jidoka Diagram
- E.
  
  Five S Approach
Correct Answer(s)
A. Fishbone Diagram
C. The Five Whys approach

Explanation
The Fishbone Diagram and The Five Whys approach are two tools used for Root Cause Analysis. The Fishbone Diagram, also known as the Ishikawa diagram, helps identify the potential causes of a problem by categorizing them into different branches. On the other hand, The Five Whys approach is a simple but effective technique that involves asking "why" multiple times to get to the root cause of a problem. These tools are commonly used in problem-solving and quality improvement processes to identify and address the underlying causes of issues.

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11.

You support one of Equifax’s customer service centers. Your manager asks you to find the root cause for why average call handle time has increased. Unfortunately, our internal systems do not have agent-level call detail. What approach should you take to get some data around agent-level performance?
- A.
  
  Pick an individual agent and monitor all calls for two weeks
- B.
  
  Build a business case to get $100K to modify the IT system to collect agent-level data
- C.
  
  Travel to several similar service centers at peer companies to capture the agent-level data they have
- D.
  
  Determine a representative sample of agents and hand-collect call-type data, call duration, as well as monitor a sample of calls to identify performance issues
Correct Answer
D. Determine a representative sample of agents and hand-collect call-type data, call duration, as well as monitor a sample of calls to identify performance issues

Explanation
To get some data around agent-level performance when the internal systems do not have agent-level call detail, the best approach would be to determine a representative sample of agents and hand-collect call-type data, call duration, as well as monitor a sample of calls to identify performance issues. This approach allows for gathering data on a subset of agents, which can provide insights into the overall performance trends and potential issues causing the increase in average call handle time. It is a practical and cost-effective solution compared to modifying the IT system or relying on external sources for data.

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12.

You find that you enjoy Lean projects so much that instead of finding a hobby you help out your fellow classmates by reviewing their Project Charters in your free time. Your classmate included the following elements in his charter: Process, Problem Statement, scope, sponsor, owner, a bunch of stakeholders, a list of project objectives, start, & critical events. What’s missing?
- A.
  
  The Root Cause Analysis
- B.
  
  Baseline metrics, current performance, expected results, gap
- C.
  
  The tools your classmate has used or intends to use
- D.
  
  Feedback from stakeholders with their pain points
Correct Answer
B. Baseline metrics, current performance, expected results, gap

Explanation
The missing element in the classmate's charter is the baseline metrics, current performance, expected results, and gap. These elements are important for measuring the success of the project and understanding the current state of affairs. Without these metrics, it would be difficult to determine if the project is achieving its objectives and closing the gap between the current and desired performance levels.

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13.

Since you’ve become a real stickler for Lean, you decide to critique your classmate’s problem statement: “The Russian Space Program is facing low morale because of a non-performing pencil vendor and needs a plan to switch to the Space Pen.” What problems would you highlight? Select all that apply:
- A.
  
  Doesn’t have a root cause
- B.
  
  Has a root cause embedded
- C.
  
  Assigns blame
- D.
  
  Is too long with too much information
- E.
  
  Includes a solution
- F.
  
  Too vague
Correct Answer(s)
B. Has a root cause embedded
C. Assigns blame
E. Includes a solution
F. Too vague

Explanation
The given problem statement highlights several problems. Firstly, it has a root cause embedded, as it assumes that the low morale is solely due to a non-performing pencil vendor without considering other factors. Secondly, it assigns blame by implying that the pencil vendor is solely responsible for the low morale. Additionally, it includes a solution by suggesting a switch to the Space Pen without thoroughly analyzing if it is the most effective solution. Lastly, the problem statement is too vague, lacking specific details and measurable objectives.

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14.

What are the best example(s) of S.M.A.R.T Goals? Check all that apply.
- A.
  
  Improve customer satisfaction
- B.
  
  Reduce cost per customer service call from 10% to 5% by June
- C.
  
  By Q3, reduce the product engineering cycle time from 30 to 10 days
- D.
  
  Reduce the processing time for high-urgency regulatory forms
- E.
  
  Launch new revenue-generating products to match competitors
Correct Answer(s)
B. Reduce cost per customer service call from 10% to 5% by June
C. By Q3, reduce the product engineering cycle time from 30 to 10 days

Explanation
The given answer options of "Reduce cost per customer service call from 10% to 5% by June" and "By Q3, reduce the product engineering cycle time from 30 to 10 days" are examples of S.M.A.R.T goals because they are specific (clearly defining what needs to be achieved), measurable (providing a quantifiable target), achievable (within a realistic timeframe), relevant (aligned with the objectives of improving customer satisfaction and reducing cycle time), and time-bound (with specific deadlines). These goals are well-defined and have clear parameters for success, making them effective examples of S.M.A.R.T goals.

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15.

You’re facilitating your second event and unfortunately the first one didn’t go well. The free flowing, self-directed discussion you led has caused some problems: progress was uneven, 3 people got into a physical fight, and one person dominated the conversation in a pretty negative way. What Prevention techniques would you apply for your second event?
- A.
  
  Contracting
- B.
  
  Separate & call security
- C.
  
  Conduct process checks
- D.
  
  Force people to stand up
- E.
  
  Agenda
Correct Answer(s)
A. Contracting
E. Agenda

Explanation
Contracting and having an agenda are two prevention techniques that can be applied for the second event. Contracting involves setting clear expectations and guidelines for behavior at the beginning of the event, which can help prevent issues such as physical fights and dominating conversations. Having an agenda helps to provide structure and direction to the discussion, ensuring that progress is more even and that everyone has an opportunity to participate. These techniques can help create a more organized and controlled environment, reducing the likelihood of problems occurring.

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16.

Your SVP loves your project idea and is willing to serve as a champion even though it’s pretty controversial (using unmanned drones to gather credit information). She told you to work with a VP as the project lead to figure out who may be in favor of your idea, who may be neutral, who may be moderately supportive, etc. What kind of tool might you use for this?
- A.
  
  Pareto Chart
- B.
  
  Game Plan
- C.
  
  Fishbone Diagram
- D.
  
  Heijunka Mode Analysis
- E.
  
  Stakeholder Analysis
Correct Answer
E. Stakeholder Analysis

Explanation
A stakeholder analysis is a tool that can be used to identify and assess the importance and influence of various stakeholders in a project. It helps in understanding the different perspectives, interests, and potential impact of stakeholders on the project. In this case, since the project idea is controversial, conducting a stakeholder analysis can help identify individuals or groups who may be in favor of the idea, those who may be neutral, and those who may be moderately supportive or against it. This analysis will provide valuable insights to effectively manage and engage stakeholders throughout the project.

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17.

What is a Lean Kaizen Event focused on?
- A.
  
  Taking action and solving a defined problem
- B.
  
  Getting in the queue for scarce resources
- C.
  
  Get peoples’ intuitive, qualitative feedback to drive a solution
- D.
  
  Driving a long list of action items
Correct Answer
A. Taking action and solving a defined problem

Explanation
A Lean Kaizen Event is focused on taking action and solving a defined problem. This means that during the event, participants actively work towards addressing and resolving a specific issue or challenge. The event encourages problem-solving and implementing solutions, rather than just discussing or analyzing the problem. The goal is to take immediate action and make improvements to the process or system.

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18.

When preparing for a Lean event what things do you need to accomplish?
- A.
  
  Have a project charter in place and meet with SMEs
- B.
  
  Figure out the solution the project Champion wants
- C.
  
  Put an implementation plan in place
- D.
  
  Figure out which stakeholders should own which action items
Correct Answer
A. Have a project charter in place and meet with SMEs

Explanation
To effectively prepare for a Lean event, it is important to have a project charter in place. A project charter outlines the purpose, goals, and scope of the event, providing a clear direction for the team. Meeting with Subject Matter Experts (SMEs) is also crucial as they possess specialized knowledge and insights that can contribute to the success of the event. By engaging with SMEs, the team can gather valuable information, identify potential challenges, and develop effective strategies to address them. Having a project charter and meeting with SMEs ensures a well-planned and informed approach to the Lean event.

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19.

A Lean/Kaizen event should result in the following except:
- A.
  
  Recommendations and a solution to test or prototype
- B.
  
  Control Plan
- C.
  
  Action items with a communication plan
- D.
  
  Meeting to determine why a solution didn’t get resources or didn’t work
Correct Answer
D. Meeting to determine why a solution didn’t get resources or didn’t work

Explanation
A Lean/Kaizen event aims to improve processes and eliminate waste. It typically involves identifying problems, analyzing data, and implementing solutions. The other options mentioned in the question are all outcomes that can be expected from a Lean/Kaizen event. However, a meeting to determine why a solution didn't get resources or didn't work is not a typical outcome of such an event. This type of meeting would be more appropriate for discussing obstacles or challenges that arose during the implementation of a solution, rather than as a direct result of the event itself.

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20.

A Lean practitioner leads a series of Lean events but seems to only get temporary gains before having to address some of the same problems again. What mistake has this person made in his or her approach?
- A.
  
  Failed to recheck measurements to make sure he/she wasn’t mis-measuring
- B.
  
  Hasn’t established the rigor for the improved processes to be standardized and sustained
- C.
  
  Didn’t do a good enough job facilitating the Lean events
- D.
  
  Chose the wrong technology system to support the change and had to switch a couple times
Correct Answer
B. Hasn’t established the rigor for the improved processes to be standardized and sustained

Explanation
The Lean practitioner has failed to establish the necessary discipline and consistency in the improved processes to ensure that they are standardized and sustained. This means that the changes made during the Lean events are not being effectively implemented and maintained over time, leading to the reoccurrence of the same problems. Without proper rigor in establishing and sustaining the improved processes, the gains achieved are only temporary and do not result in long-term improvements.

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21.

Select the item not done prior to a Lean Kaizen event or project.
- A.
  
  Define solution
- B.
  
  Reserve a room and send invitations for the event
- C.
  
  Complete the charter and goal statement page and review with the Business Champion and Lean Leader
- D.
  
  Gather data for the event
Correct Answer
A. Define solution

Explanation
The given correct answer is "Define solution." Prior to a Lean Kaizen event or project, it is important to gather data, complete the charter and goal statement, and reserve a room and send invitations for the event. However, defining the solution is not something that should be done before the event or project, as it is a step that typically occurs during the event or project itself. This step involves identifying and analyzing the problem, brainstorming potential solutions, and selecting the most appropriate solution to implement.

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22.

You have a problem you’re analyzing and you realize you have about 20 variables. You want to narrow this down to focus on a smaller number of variables that are driving the bulk of the impact. What tool should you use?
- A.
  
  Heijunka Yoke
- B.
  
  Pareto Analysis
- C.
  
  Ishikawa Diagram
- D.
  
  Toyota Variable Analysis
Correct Answer
B. Pareto Analysis

Explanation
Pareto Analysis is the appropriate tool to use in this situation. Pareto Analysis is a decision-making technique that helps identify and prioritize the most significant factors or variables based on their impact. It is based on the Pareto Principle, also known as the 80/20 rule, which states that roughly 80% of the effects come from 20% of the causes. By using Pareto Analysis, you can focus on the vital few variables that are responsible for the majority of the impact, allowing you to allocate your resources and efforts more efficiently.

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23.

You’ve been working to improve data quality for a system. You implement an improvement to the data entry system that prevents people who enter data from entering the wrong format. What is this an example of?
- A.
  
  Standard work
- B.
  
  Mistake proofing (poka-yoke)
- C.
  
  Value Stream Mapping
- D.
  
  Standard work (Heijunka)
Correct Answer
B. Mistake proofing (poka-yoke)

Explanation
The improvement implemented in the data entry system that prevents people from entering the wrong format is an example of mistake proofing or poka-yoke. Mistake proofing is a technique used to prevent errors or mistakes from occurring in a process by designing it in a way that makes it difficult or impossible to make mistakes. In this case, the improvement in the data entry system ensures that the data entered is in the correct format, reducing the chances of errors and improving data quality.

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24.

What is the benefit of a one-piece flow process vs. a batch process?
- A.
  
  Reduces wait time, compresses lead time, work can run in parallel
- B.
  
  Creates inventory just in case a customer needs it
- C.
  
  Ensures that staff have adequate wait times between steps
- D.
  
  Extends delivery times to convey to customer that lots of work had been applied to a product
Correct Answer
A. Reduces wait time, compresses lead time, work can run in parallel

Explanation
A one-piece flow process is beneficial compared to a batch process because it reduces wait time, compresses lead time, and allows work to run in parallel. By eliminating the need for batching, where work is done in large quantities before moving to the next step, one-piece flow minimizes the time spent waiting for work to be processed. This helps to speed up the overall process and reduce lead time. Additionally, by allowing work to run in parallel, multiple tasks can be completed simultaneously, further increasing efficiency and productivity.

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25.

You’ve been dealing with a lot of problems with the customer boarding process. You’ve worked with one colleague to capture data that quantifies the size of the problem. You and your colleague spend a day brainstorming ideas around a future vision for the boarding process and even come up with a good outline for a communication plan. You and your colleague start communicating the problem with customer boarding, the vision for how it could be improved throughout the organization. One month later, you’re frustrated by the lack of action or attention you’ve received. What do you think went wrong?
- A.
  
  Your data analysis was incorrect, there really isn’t a customer boarding problem, the company is still growing and market share hasn’t taken a hit
- B.
  
  The rest or the organization just doesn’t get it, they’re a bunch of b-players who aren’t worthy of your efforts
- C.
  
  The future vision and the communication plan weren’t sufficient to meet the needs of the organization
- D.
  
  You didn’t involve other people in the process early and build a coalition of other people suffering from the bad boarding process who could provide data and input on improvements.
Correct Answer
D. You didn’t involve other people in the process early and build a coalition of other people suffering from the bad boarding process who could provide data and input on improvements.

Explanation
The reason for the lack of action or attention could be that you didn't involve other people in the process early and build a coalition of other people suffering from the bad boarding process who could provide data and input on improvements. By not including others, you may have missed out on valuable perspectives and support, leading to a lack of buy-in and action from the organization.

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26.

The Analytics organization leadership is proposing a major shift in how it prioritizes and delegates resources to projects. Many of the management staff are openly averse to the concepts and are not following up on actions necessary to complete transition to the new workforce model. What advice would you recommend to leadership?
- A.
  
  Continue to build on the sense of urgency until 75% of the upper management staff is supportive of the change.
- B.
  
  Fire unsupportive managers.
- C.
  
  Build a vision of the future organization that describes the value to the employees.
- D.
  
  Declare victory and publically post banners celebrating success.
Correct Answer
A. Continue to build on the sense of urgency until 75% of the upper management staff is supportive of the change.

Explanation
To address the resistance from management staff and ensure successful transition to the new workforce model, it is recommended to continue building a sense of urgency. By emphasizing the importance and benefits of the change, leadership can strive to gain support from at least 75% of upper management staff. This approach allows for a gradual shift in mindset and increases the likelihood of successful implementation. Firing unsupportive managers may create a negative environment and hinder progress. Building a vision of the future organization that highlights the value to employees can also help in gaining their buy-in. Publicly celebrating success can be done once the transition is complete.

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27.

A newly-hired senior leader has a strategic objective to double revenue within the next two years. This executive was hired from an airplane manufacturer where they were successful selling fleets of aircraft to Asian airlines. The new executive’s management approach has created a revolt by most of the sales managers who state, “That is not the way it’s done around here.” As a Lean practitioner supporting this organization, what are your recommendations?
- A.
  
  Highlight how the changes support the shared values of the sales organization
- B.
  
  Hire new sales managers who have experience with the suggested changes
- C.
  
  Update the sales directors MBO’s
- D.
  
  Tell them to get over it; the staff will come around sooner or later
Correct Answer
A. Highlight how the changes support the shared values of the sales organization

Explanation
The recommended approach is to highlight how the changes support the shared values of the sales organization. This means that the new executive should communicate and demonstrate how the strategic objective of doubling revenue aligns with the values and goals of the sales team. By showing the sales managers how the suggested changes will benefit them and the organization as a whole, it will help to alleviate their concerns and resistance. This approach promotes a sense of unity and collaboration, ensuring that everyone is on board with the changes and working towards the common goal.

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28.

Check all situations when a control chart is used:
- A.
  
  During the creation of the charter document
- B.
  
  During the event
- C.
  
  When mistake proofing is not feasible
- D.
  
  After the event to monitor progress of improvements
Correct Answer(s)
C. When mistake proofing is not feasible
D. After the event to monitor progress of improvements

Explanation
A control chart is used when mistake proofing is not feasible, as it helps to monitor and control the process to prevent errors or defects. It is also used after the event to monitor the progress of improvements made to the process. In both situations, the control chart provides a visual representation of the process data, allowing for analysis and identification of any variations or trends that may occur. This helps in making informed decisions and taking corrective actions to ensure the process is under control and meets the desired quality standards.

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29.

What metrics should be measured in the control plan?
- A.
  
  Same metrics as baseline on the charter
- B.
  
  Whatever the sponsor requests
- C.
  
  None
- D.
  
  Common Lean metrics, e.g. travel distance, number of handoffs, % of value added activity
Correct Answer
A. Same metrics as baseline on the charter

Explanation
The control plan should measure the same metrics as the baseline on the charter. This is important because the baseline metrics provide a benchmark for comparison and help to assess the effectiveness of any changes or improvements made. By measuring the same metrics, it becomes easier to track progress and identify any deviations from the desired outcomes. Additionally, using consistent metrics ensures that the control plan aligns with the project objectives and goals outlined in the charter.

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30.

You held a Lean event and implemented several of the recommended improvements. You were diligent about assigning focused action items evenly, put measures in place, got the champions to lead through their teams, and make resources available. Nevertheless, people around the change are expressing great anxiety about what the improvement entails. What did you miss?
- A.
  
  Leading changes and getting champions to help
- B.
  
  Communicating the change, ensure people impacted had knowledge of the change
- C.
  
  Free up resources to help drive the improvement
- D.
  
  Putting together a focused list of action items
Correct Answer
B. Communicating the change, ensure people impacted had knowledge of the change

Explanation
The explanation for the correct answer is that despite implementing various improvements and assigning action items, the person missed communicating the change and ensuring that the people impacted by the improvement were aware of it. This lack of communication and knowledge about the change has led to anxiety among the people involved.

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31.

RACI is a tool used to help align roles & responsibilities. What does RACI stand for?
- A.
  
  Responsible, Accountable, Consulted, Informed
- B.
  
  Related, Assigned, Confirmed, Integrated
- C.
  
  Reengineered, Arranged, Configured, Implemented
- D.
  
  Root-cause, Analyze, Control, Improve
Correct Answer
A. Responsible, Accountable, Consulted, Informed

Explanation
RACI stands for Responsible, Accountable, Consulted, Informed. This tool is used to clarify roles and responsibilities within a project or organization. The "Responsible" role refers to the person or group who is responsible for completing a task or activity. The "Accountable" role is the person who has ultimate ownership and is answerable for the outcome of the task. The "Consulted" role includes individuals who provide input or expertise during the process. The "Informed" role refers to those who need to be kept informed about the progress or outcome of the task, but do not have direct involvement in its completion.

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32.

What are the requirements for Lean Certification at Equifax
- A.
  
  Attend Lean Six Sigma training from ASQ, Villanova, or Georgia Tech, pass certification exam with score of 80%
- B.
  
  Attend Lean training, pass certification test with 85% or better, complete two projects, present findings to a board, and continue with two projects per year
- C.
  
  Attend Lean training, pass test with 85% or better
- D.
  
  Attend approved online Lean Green Belt training course
Correct Answer
B. Attend Lean training, pass certification test with 85% or better, complete two projects, present findings to a board, and continue with two projects per year

Explanation
The requirements for Lean Certification at Equifax include attending Lean training, passing the certification test with a score of 85% or better, completing two projects, presenting the findings to a board, and continuing with two projects per year.

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33.

Everyone who takes the Lean Training course must certify.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The statement "Everyone who takes the Lean Training course must certify" is false. Certifying is not a requirement for everyone who takes the Lean Training course. Some individuals may choose to certify, but it is not mandatory for all participants.

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34.

The GPI team monitors and measures annual recertification.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The statement is false because the GPI team monitors and measures annual certification, not recertification.

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35.

Your GPI mentor is responsible for your success in completing the certification process.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The statement is false because while a GPI mentor can provide guidance and support during the certification process, ultimately the responsibility for success lies with the individual seeking certification. The mentor can offer advice and assistance, but it is up to the individual to put in the effort and dedication necessary to complete the certification process successfully.

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36.

You must successfully complete two projects to gain certification.
- A.
  
  True
- B.
  
  False
Correct Answer
A. True

Explanation
To gain certification, it is necessary to successfully complete two projects. This implies that completing only one project or not completing any project would not be sufficient to obtain certification. Therefore, the correct answer is true.

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37.

What are the best example(s) of S.M.A.R.T Goals?
- A.
  
  Improve customer satisfaction
- B.
  
  Increase revenue growth from 5% to 8% end of Q4
- C.
  
  Reduce the processing of forms
- D.
  
  By July 1, reduce the processing time from 15 to 5 days
Correct Answer(s)
B. Increase revenue growth from 5% to 8% end of Q4
D. By July 1, reduce the processing time from 15 to 5 days

Explanation
The best examples of S.M.A.R.T Goals are increasing revenue growth from 5% to 8% by the end of Q4 and reducing the processing time from 15 to 5 days by July 1. These goals are specific, measurable, attainable, relevant, and time-bound. They clearly define what needs to be achieved, can be tracked and measured, are realistic and achievable, align with the organization's objectives, and have a specific deadline for completion.

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38.

Check all actions a Lean practitioner should follow through on after an event
- A.
  
  Close out the remaining items on the action list
- B.
  
  Track metrics to ensure goals are met
- C.
  
  Meet with a Lean Leader to review your progress
- D.
  
  Write the problem statement.
Correct Answer(s)
A. Close out the remaining items on the action list
B. Track metrics to ensure goals are met
C. Meet with a Lean Leader to review your progress

Explanation
After an event, a Lean practitioner should follow through on several actions. First, they should close out the remaining items on the action list to ensure that all tasks and responsibilities are completed. Additionally, they should track metrics to ensure that the goals set for the event are met. This helps in evaluating the success of the event and identifying areas for improvement. Finally, it is important for the Lean practitioner to meet with a Lean Leader to review their progress and discuss any challenges or lessons learned from the event. This helps in gaining feedback and guidance for future events.

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39.

Which of the following can be considered non-value added, but necessary to business operations (Check all that apply)?
- A.
  
  Manual double-check for quality assurance
- B.
  
  Regulatory compliance
- C.
  
  Accounting & Tax department
- D.
  
  A "declined" Decision 360 on a customer's loan application
Correct Answer(s)
B. Regulatory compliance
C. Accounting & Tax department

Explanation
Regulatory compliance and the Accounting & Tax department can be considered non-value added but necessary to business operations. Regulatory compliance involves ensuring that the company follows all applicable laws and regulations, which may not directly contribute to the value of the product or service but is necessary to avoid legal issues. The Accounting & Tax department handles financial record-keeping, tax preparation, and compliance with accounting standards, which are necessary for the smooth functioning and legal obligations of the business.

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40.

More often than not, a performance improvement effort begins with identifying value from the eyes of the customer.
- A.
  
  False
- B.
  
  True
Correct Answer
B. True

Explanation
The statement suggests that in most cases, a performance improvement effort starts by recognizing the value from the customer's perspective. This implies that understanding what the customer values and desires is crucial in initiating any performance improvement initiative. By focusing on the customer's needs and expectations, organizations can effectively prioritize their efforts and make improvements that align with customer satisfaction and overall business success.

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41.

Mapping the process can include the following tool:
- A.
  
  Spaghetti Diagram
- B.
  
  Fishbone Diagram
- C.
  
  5 Whys Analysis
- D.
  
  Pareto Analysis
Correct Answer
A. Spaghetti Diagram

Explanation
A spaghetti diagram is a tool used in process mapping to visually represent the flow of movement and interaction between people, equipment, and materials in a workspace. It involves creating a simple diagram that traces the path of individuals or objects as they move through a process. This helps identify inefficiencies, bottlenecks, and areas for improvement in the process. The other options, such as the fishbone diagram, 5 Whys analysis, and Pareto analysis, are also useful tools in process improvement but do not specifically focus on mapping the physical flow of a process like the spaghetti diagram does.

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42.

Establishing flow and implementing pull is mainly for manufacturing cells and production lines. Transaction environments are best set up as batch & queue.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The explanation for the given answer (False) is that establishing flow and implementing pull is not only limited to manufacturing cells and production lines. These concepts can also be applied in transaction environments to improve efficiency and reduce waste. Batch and queue systems are not necessarily the best approach for all transaction environments, as implementing flow and pull can help streamline processes and improve overall productivity.

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43.

Perfection is impossible to attain. Once we achieve 80% of available gains on a particular process, we should check it off the list and consider the LEAN journey complete.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The given statement suggests that once we achieve 80% of available gains on a particular process, we should consider the LEAN journey complete. However, this is not true. Perfection is impossible to attain, and LEAN is a continuous improvement process that aims to eliminate waste and optimize efficiency. It is not limited to achieving a certain percentage of gains but rather focuses on ongoing improvement and striving for perfection. Therefore, the correct answer is False.

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44.

In a matrixed organization, implementing change affecting people over which you have no direct authority, use the following approaches to achieve the best outcomes (check all that apply):
- A.
  
  Coercion
- B.
  
  Consensus
- C.
  
  Alignment to strategic goals
- D.
  
  Adherence to chain of command
Correct Answer(s)
B. Consensus
C. Alignment to strategic goals

Explanation
In a matrixed organization, implementing change can be challenging when there is no direct authority over the people involved. In such situations, using the approach of consensus is important. Consensus involves involving all relevant stakeholders in the decision-making process and ensuring that everyone's opinions and concerns are taken into account. This helps to build support and buy-in for the change, increasing the chances of successful implementation. Additionally, aligning the change to strategic goals is crucial as it ensures that the change is in line with the overall objectives and direction of the organization, making it more likely to be accepted and supported.

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45.

When looking to decrease the handle time it takes the Office of Consumer Affairs to resolve disputes, first attacking the time spent on value-added tasks is the correct course of action.
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The statement suggests that the correct course of action to decrease handle time is to first attack the time spent on value-added tasks. However, this is not true. Value-added tasks are activities that directly contribute to the resolution of disputes and provide value to the consumer. Therefore, reducing the time spent on these tasks may lead to a decrease in the quality of dispute resolution and customer satisfaction.

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46.

When scoping an initiative, follow the motto, "Go large or go home!" Better to not waste people's time on a project where iterative improvements are required. Better to scope it as "one and done."
- A.
  
  True
- B.
  
  False
Correct Answer
B. False

Explanation
The statement suggests that it is better to not waste people's time on a project where iterative improvements are required and to scope it as "one and done." However, this is not necessarily true. It is often more practical and effective to approach projects with iterative improvements, as it allows for continuous learning, adaptation, and improvement over time. This approach can lead to better outcomes and avoid the risk of investing too much time and resources into a single solution that may not be optimal.

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Current Version
Mar 21, 2023

Quiz Edited by
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Feb 13, 2015

Quiz Created by
Equifaxlean

Equifax Lean Test 2015

What is the fundamental goal of Lean?

What are 3 examples of factors that define value?

Identify the non-value activity:

Lean thinking suggests that to fully understand a process you should...

A Lean practitioner should do what when there isn’t much documentation for a process and when stakeholders need a visual representation of a process to identify wastes?

A Value Stream Map is different from a simple Process Flow or Process Map in what key way?

What tool can help Lean practitioners think ahead about what kind of data elements they would want to gather around a process, what sources may be involved, how frequently, what units, etc?

What are two tools used for Root Cause Analysis?

What are the best example(s) of S.M.A.R.T Goals? Check all that apply.

What is a Lean Kaizen Event focused on?

When preparing for a Lean event what things do you need to accomplish?

A Lean/Kaizen event should result in the following except:

A Lean practitioner leads a series of Lean events but seems to only get temporary gains before having to address some of the same problems again. What mistake has this person made in his or her approach?

Select the item not done prior to a Lean Kaizen event or project.

You have a problem you’re analyzing and you realize you have about 20 variables. You want to narrow this down to focus on a smaller number of variables that are driving the bulk of the impact. What tool should you use?

You’ve been working to improve data quality for a system. You implement an improvement to the data entry system that prevents people who enter data from entering the wrong format. What is this an example of?

What is the benefit of a one-piece flow process vs. a batch process?

Check all situations when a control chart is used:

What metrics should be measured in the control plan?

RACI is a tool used to help align roles & responsibilities. What does RACI stand for?

What are the requirements for Lean Certification at Equifax

Everyone who takes the Lean Training course must certify.

The GPI team monitors and measures annual recertification.

Your GPI mentor is responsible for your success in completing the certification process.

You must successfully complete two projects to gain certification.

What are the best example(s) of S.M.A.R.T Goals?

Check all actions a Lean practitioner should follow through on after an event

Which of the following can be considered non-value added, but necessary to business operations (Check all that apply)?

More often than not, a performance improvement effort begins with identifying value from the eyes of the customer.

Mapping the process can include the following tool:

Establishing flow and implementing pull is mainly for manufacturing cells and production lines. Transaction environments are best set up as batch & queue.

Perfection is impossible to attain. Once we achieve 80% of available gains on a particular process, we should check it off the list and consider the LEAN journey complete.

In a matrixed organization, implementing change affecting people over which you have no direct authority, use the following approaches to achieve the best outcomes (check all that apply):

When looking to decrease the handle time it takes the Office of Consumer Affairs to resolve disputes, first attacking the time spent on value-added tasks is the correct course of action.

When scoping an initiative, follow the motto, "Go large or go home!" Better to not waste people's time on a project where iterative improvements are required. Better to scope it as "one and done."