Equifax Lean Test 2015

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.