The 'Equifax Lean Test 2015' assesses understanding of Lean principles, focusing on reducing resources to deliver quality deliverables, identifying non-value activities, and recognizing waste in processes. It is designed for learners aiming to enhance their process improvement skills.
Highlight how the changes support the shared values of the sales organization
Hire new sales managers who have experience with the suggested changes
Update the sales directors MBO’s
Tell them to get over it; the staff will come around sooner or later
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Leading changes and getting champions to help
Communicating the change, ensure people impacted had knowledge of the change
Free up resources to help drive the improvement
Putting together a focused list of action items
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Attend Lean Six Sigma training from ASQ, Villanova, or Georgia Tech, pass certification exam with score of 80%
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
Attend Lean training, pass test with 85% or better
Attend approved online Lean Green Belt training course
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Take cost out of an organization and drive earnings by reducing staff levels
Reduce the time and resources needed to convert customer orders into high quality/low-cost deliverables
Get more life out of existing systems and processes to avoid upgrading
Effectively integrate newly acquired companies
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Fishbone Diagram
Poka-Yoke
The Five Whys approach
Jidoka Diagram
Five S Approach
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Pick an individual agent and monitor all calls for two weeks
Build a business case to get $100K to modify the IT system to collect agent-level data
Travel to several similar service centers at peer companies to capture the agent-level data they have
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
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Improve customer satisfaction
Reduce cost per customer service call from 10% to 5% by June
By Q3, reduce the product engineering cycle time from 30 to 10 days
Reduce the processing time for high-urgency regulatory forms
Launch new revenue-generating products to match competitors
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Have a project charter in place and meet with SMEs
Figure out the solution the project Champion wants
Put an implementation plan in place
Figure out which stakeholders should own which action items
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Standard work
Mistake proofing (poka-yoke)
Value Stream Mapping
Standard work (Heijunka)
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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
The rest or the organization just doesn’t get it, they’re a bunch of b-players who aren’t worthy of your efforts
The future vision and the communication plan weren’t sufficient to meet the needs of the organization
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.
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True
False
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Put together a Lean (Kaizen) event to get different view points
Capture metrics on how a process should work and how much waste is included
Develop a process map (or flow) or value stream map
Get direction from the project sponsor on what’s in or out of scope
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The Root Cause Analysis
Baseline metrics, current performance, expected results, gap
The tools your classmate has used or intends to use
Feedback from stakeholders with their pain points
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Pareto Chart
Game Plan
Fishbone Diagram
Heijunka Mode Analysis
Stakeholder Analysis
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Define solution
Reserve a room and send invitations for the event
Complete the charter and goal statement page and review with the Business Champion and Lean Leader
Gather data for the event
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True
False
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False
True
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Failed to recheck measurements to make sure he/she wasn’t mis-measuring
Hasn’t established the rigor for the improved processes to be standardized and sustained
Didn’t do a good enough job facilitating the Lean events
Chose the wrong technology system to support the change and had to switch a couple times
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Responsible, Accountable, Consulted, Informed
Related, Assigned, Confirmed, Integrated
Reengineered, Arranged, Configured, Implemented
Root-cause, Analyze, Control, Improve
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True
False
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True
False
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Pareto Chart
Data Collection Plan
Baseline Data
Service Level Agreement
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Heijunka Yoke
Pareto Analysis
Ishikawa Diagram
Toyota Variable Analysis
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Improve customer satisfaction
Increase revenue growth from 5% to 8% end of Q4
Reduce the processing of forms
By July 1, reduce the processing time from 15 to 5 days
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Changing raw data into a score that a customer pays for
Reworking a product to meet a customer’s requirement
Delivering a batch credit file at exact time specified by a customer
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True
False
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True
False
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High level summary of the activities from order to delivery, along with time to complete each activity step and wait times
Has a step-by-step view of process steps and major wastes
Can be used to identify wastes like rework loops
Focuses on the step-by-step tasks of one activity in an organization
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Spaghetti Diagram
Fishbone Diagram
5 Whys Analysis
Pareto Analysis
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True
False
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Taking action and solving a defined problem
Getting in the queue for scarce resources
Get peoples’ intuitive, qualitative feedback to drive a solution
Driving a long list of action items
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Same metrics as baseline on the charter
Whatever the sponsor requests
None
Common Lean metrics, e.g. travel distance, number of handoffs, % of value added activity
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Recommendations and a solution to test or prototype
Control Plan
Action items with a communication plan
Meeting to determine why a solution didn’t get resources or didn’t work
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Ask for all the data you can get and develop a visual map
Do a series of stakeholder interviews, request reports, and start capturing customer VOC
Engage directly with stakeholders at the real place they’re experiencing a problem and use that info to guide data requests, analysis, and hypotheses
Run a series of experiments to test the assumptions coming from customer feedback
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Manual double-check for quality assurance
Regulatory compliance
Accounting & Tax department
A "declined" Decision 360 on a customer's loan application
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A raw material is transformed into a finished product
A feature is added to a product that customer is willing to pay for
A process step required by an internal business policy
A process with output that meets the customer’s quality specification without rework
Something that lowers the customer’s cost
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Defects
Overproduction
Waiting
Transportation
Over processing
Motion
Inventory
Behavioral
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Coercion
Consensus
Alignment to strategic goals
Adherence to chain of command
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True
False
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Continue to build on the sense of urgency until 75% of the upper management staff is supportive of the change.
Fire unsupportive managers.
Build a vision of the future organization that describes the value to the employees.
Declare victory and publically post banners celebrating success.
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During the creation of the charter document
During the event
When mistake proofing is not feasible
After the event to monitor progress of improvements
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Close out the remaining items on the action list
Track metrics to ensure goals are met
Meet with a Lean Leader to review your progress
Write the problem statement.
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Doesn’t have a root cause
Has a root cause embedded
Assigns blame
Is too long with too much information
Includes a solution
Too vague
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Contracting
Separate & call security
Conduct process checks
Force people to stand up
Agenda
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Defects
Overproduction
Waiting
Transportation
Over processing
Motion
Inventory
Behavioral
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