Equifax Lean Training 2013
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 deliverablesExplanation
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 deliver products or services that meet customer expectations at a lower cost.Rate this question:
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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 reworkExplanation
The three examples provided in the answer all contribute to defining value in different ways. The transformation of raw material into a finished product adds value by creating a usable and marketable item. Adding a feature that customers are willing to pay for increases the product's value by meeting their specific needs or desires. A process that produces output meeting the customer's quality specifications without the need for rework ensures that the product is of high quality, which adds value.Rate this question:
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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 requirementExplanation
The non-value activity in this case is "Reworking a product to meet a customer's requirement." This activity involves additional work and resources that are not directly adding value to the customer. It suggests that the product was not initially designed or manufactured to meet the customer's requirement, leading to rework and potentially 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 directly related to providing the desired product or service to the customer and can be considered value-adding activities.Rate this question:
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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 hypothesesExplanation
Lean thinking emphasizes the importance of engaging directly with stakeholders at the real place they're experiencing a problem. This approach allows for a deeper understanding of the process by gathering firsthand information and insights. By being present at the problem location, valuable context and details can be observed and considered. This information can then guide the data requests, analysis, and hypotheses, leading to more accurate and effective problem-solving. This approach also promotes a customer-centric perspective, ensuring that the solutions are aligned with the needs and experiences of the stakeholders.Rate this question:
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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 processingExplanation
The three wastes identified in the given example are defects, overproduction, and over processing. Defects are present when the developer has to recode some of her work due to a misunderstanding of the requirement. Overproduction occurs when the developer includes additional features that were not requested by the customer. Over processing happens when the developer builds extra features that she thought the customer might appreciate, even though they were not part of the requirement. These wastes indicate inefficiencies in the development process and can lead to unnecessary work and resource utilization.Rate this question:
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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
C. Waiting
H. BehavioralExplanation
The three wastes identified in this scenario are defects, waiting, and behavioral. Defects are present in the employee's struggle to produce the desired marketing communication material. Waiting is evident in the delay caused by the open position on the VP of Marketing Analytics' team. Behavioral waste refers to the employee's inability to meet the specified requirements, which may be attributed to a lack of skills or motivation. These wastes contribute to inefficiency and hinder the smooth flow of work in the marketing department.Rate this question:
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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 mapExplanation
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 areas of waste, and provide a basis for improvement.Rate this question:
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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 timesExplanation
A Value Stream Map differs from a simple Process Flow or Process Map by providing a high-level summary of the activities from order to delivery, including the time taken to complete each activity step and wait times. While a Process Flow or Process Map offers a step-by-step view of process steps and major wastes, a Value Stream Map goes further by focusing on identifying wastes like rework loops. It provides a comprehensive overview of the entire value stream, allowing organizations to identify areas for improvement and optimize their processes.Rate this question:
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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 PlanExplanation
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. It helps in organizing and documenting the data collection process by specifying the objectives, methods, and tools to be used for data collection. This plan ensures that the necessary data is collected in a systematic and efficient manner, enabling practitioners to make informed decisions and improvements based on the data collected.Rate this question:
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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 approachExplanation
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 visually organizing them into categories. The Five Whys approach involves repeatedly asking "why" to uncover the underlying cause of a problem, allowing for a deeper understanding of the root cause. Both tools are effective in identifying and addressing the underlying causes of an issue.Rate this question:
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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 issuesExplanation
To gather data around agent-level performance when there is no agent-level call detail available, the best approach would be to determine a representative sample of agents and manually collect call-type data, call duration, and monitor a sample of calls. This approach allows for a comprehensive understanding of agent performance by analyzing different call types, durations, and identifying any performance issues. It provides a cost-effective solution without the need for modifying the IT system or relying on external sources for data.Rate this question:
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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, gapExplanation
The missing element in the classmate's charter is the baseline metrics, current performance, expected results, and gap analysis. These elements are important in order to assess the current state of the project, set targets for improvement, and measure the success of the project. Without these elements, it would be difficult to track progress and determine the impact of the project.Rate this question:
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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 vagueExplanation
The given problem statement has several problems. Firstly, it has a root cause embedded, as it assumes that the low morale of the Russian Space Program is solely due to a non-performing pencil vendor. Secondly, it assigns blame by implying that the pencil vendor is responsible for the low morale. Thirdly, it includes a solution by suggesting a switch to the Space Pen. Lastly, the statement is too vague, lacking specific details and information.Rate this question:
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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 daysExplanation
The given answer includes two examples of S.M.A.R.T goals. The first goal is to reduce the cost per customer service call from 10% to 5% by June, which is specific, measurable, achievable, relevant, and time-bound. The second goal is to reduce the product engineering cycle time from 30 to 10 days by Q3, which also meets the criteria of being specific, measurable, achievable, relevant, and time-bound. These goals are well-defined and have clear metrics and deadlines, making them good examples of S.M.A.R.T goals.Rate this question:
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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. AgendaExplanation
Contracting is a prevention technique that involves setting clear expectations and guidelines for the event. By establishing ground rules and outlining the purpose and objectives of the discussion, participants are more likely to understand the boundaries and behave appropriately. The use of an agenda can also help in preventing issues by providing a structured framework for the event and ensuring that topics are covered in an organized manner.Rate this question:
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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 AnalysisExplanation
A stakeholder analysis is a tool that would be used in this situation to identify and assess the stakeholders involved in the project idea. It helps to determine who may be in favor of the idea, who may be neutral, and who may be moderately supportive or opposed to it. This analysis allows for a better understanding of the stakeholders' interests, concerns, and influence, which can help in developing strategies to engage and manage them effectively throughout the project.Rate this question:
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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 problemExplanation
A Lean Kaizen Event is focused on taking action and solving a defined problem. This means that the event aims to identify a specific problem or challenge within a process or system, and then implement actions to address and resolve it. The event is not about getting in the queue for scarce resources, obtaining qualitative feedback, or creating a long list of action items. Instead, it is centered on actively taking steps to solve a specific problem and improve efficiency and effectiveness.Rate this question:
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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 SMEsExplanation
To prepare for a Lean event, it is important to have a project charter in place. This document outlines the project's objectives, scope, and deliverables, providing a clear direction for the event. Additionally, meeting with Subject Matter Experts (SMEs) is crucial as they possess specialized knowledge and expertise relevant to the project. Their insights can help in understanding the current processes, identifying areas for improvement, and developing effective solutions. By having a project charter and consulting with SMEs, the team can ensure a well-defined and informed approach to the Lean event.Rate this question:
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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 workExplanation
A Lean/Kaizen event is a process improvement activity that focuses on eliminating waste and improving efficiency. The event should result in recommendations and a solution to test or prototype, a control plan to ensure the sustainability of the improvements, and action items with a communication plan to implement the changes effectively. However, a meeting to determine why a solution didn't get resources or didn't work is not a typical outcome of a Lean/Kaizen event. This type of meeting would be more appropriate for addressing issues related to resource allocation or problem-solving after the event has taken place.Rate this question:
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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 sustainedExplanation
The Lean practitioner has made the mistake of not establishing the rigor for the improved processes to be standardized and sustained. This means that even though temporary gains were achieved initially, the lack of a proper framework or system to ensure the continued success and standardization of these processes has resulted in the recurrence of the same problems. Without a standardized and sustained approach, the improvements made during the Lean events are not effectively implemented and maintained in the long term.Rate this question:
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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 solutionExplanation
The item not done prior to a Lean Kaizen event or project is defining the solution. This means that before the event or project takes place, the solution to the problem or improvement opportunity has not been identified or determined. This step is crucial in order to have a clear understanding of what needs to be achieved and how it will be accomplished during the event or project.Rate this question:
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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 AnalysisExplanation
Pareto Analysis is the appropriate tool to use in this situation because it helps to identify and prioritize the vital few variables that have the most significant impact on the problem. By using the Pareto principle, which states that a small number of causes typically account for a large percentage of the effects, Pareto Analysis allows you to focus on the key variables that are driving the majority of the impact. This tool enables you to make informed decisions and allocate resources effectively by addressing the most influential factors first.Rate this question:
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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, also known as poka-yoke. This technique aims to eliminate errors or mistakes by designing processes or systems in a way that makes it difficult for errors to occur. By implementing this improvement, the system is designed to detect and prevent incorrect data formats, reducing the chances of data quality issues and improving overall accuracy.Rate this question:
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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 parallelExplanation
A one-piece flow process is more efficient 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 waiting between steps, the process becomes faster and more streamlined. This results in shorter lead times, allowing products to be delivered to customers more quickly. Additionally, work can be divided and completed simultaneously, increasing productivity and efficiency.Rate this question:
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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 why the lack of action or attention was received is because other people were not involved in the process early on and a coalition of people suffering from the bad boarding process was not built. This means that there was a lack of data and input from others who could have provided valuable insights and suggestions for improvements.Rate this question:
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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
The advice to continue building on the sense of urgency until 75% of the upper management staff is supportive of the change is the most appropriate recommendation. This approach acknowledges the resistance to change and aims to address it by gradually increasing support among the management team. By emphasizing the importance and benefits of the new workforce model, leadership can effectively communicate the value of the change to employees and encourage their buy-in. This strategy allows for a smoother transition and ensures a higher likelihood of successful implementation.Rate this question:
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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 organizationExplanation
The recommended approach of highlighting how the changes support the shared values of the sales organization is important because it helps to address the resistance from the sales managers. By emphasizing how the new strategic objective aligns with the values and goals of the sales organization, the sales managers are more likely to understand the rationale behind the changes and be more receptive to them. This approach also helps to create a sense of unity and collaboration within the sales team, which is crucial for successfully implementing any changes and achieving the objective of doubling revenue.Rate this question:
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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 improvementsExplanation
A control chart is used when mistake proofing is not feasible because it helps to monitor and control a process to ensure it is within acceptable limits. It is also used after an event to monitor the progress of improvements made to the process. By analyzing the data on the control chart, any deviations or variations from the desired outcome can be identified and corrective actions can be taken. Therefore, these situations require the use of a control chart to effectively manage and improve the process.Rate this question:
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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 charterExplanation
The control plan should measure the same metrics as the baseline on the charter. This means that the metrics identified as important in the initial project plan should also be measured in the control plan to ensure that the project is progressing as expected and meeting its goals. By measuring the same metrics, the team can compare the current performance to the baseline and identify any deviations or areas for improvement. This allows for effective monitoring and control of the project.Rate this question:
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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 changeExplanation
The explanation for the given correct answer is that despite implementing several recommended improvements and assigning focused action items evenly, the person missed out on effectively communicating the change and ensuring that the people impacted had knowledge of the change. This lack of communication has resulted in people expressing anxiety about the improvement, indicating that they were not adequately informed or prepared for the changes that were implemented.Rate this question:
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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, InformedExplanation
RACI stands for Responsible, Accountable, Consulted, Informed. This tool is used to clarify and define roles and responsibilities within a project or organization. The "Responsible" role is responsible for completing the task or activity. The "Accountable" role is the one ultimately answerable for the correct and thorough completion of the task. The "Consulted" role is those who provide input and expertise to the task. The "Informed" role is those who are kept informed of the progress and outcomes of the task.Rate this question:
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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 yearExplanation
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.Rate this question:
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- 33.
Everyone who takes the Lean Training course must certify.
- A.
True
- B.
False
Correct Answer
B. FalseExplanation
The statement implies that certification is mandatory for everyone who takes the Lean Training course. However, the correct answer is False because not everyone who takes the course is required to certify. Some individuals may choose to take the course without pursuing certification for various reasons.Rate this question:
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- 34.
The GPI team monitors and measures annual recertification.
- A.
True
- B.
False
Correct Answer
B. FalseExplanation
The statement "The GPI team monitors and measures annual recertification" is false. The given sentence suggests that the GPI team is responsible for monitoring and measuring the process of annual recertification. However, without any further context or information, it is not possible to determine the accuracy of this statement. It is important to consider factors such as who the GPI team is, what their role is, and what the process of annual recertification entails. Therefore, the answer is false as the statement lacks clarity and completeness.Rate this question:
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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. FalseExplanation
The given statement is false. While a GPI mentor can provide guidance and support throughout the certification process, ultimately, the responsibility for success lies with the individual seeking certification. The mentor can offer advice, resources, and feedback, but it is up to the individual to put in the effort and dedication required to complete the certification process successfully.Rate this question:
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- 36.
You must successfully complete two projects to gain certification.
- A.
True
- B.
False
Correct Answer
A. TrueExplanation
To gain certification, it is necessary to successfully complete two projects. This implies that completing only one project or not completing any projects would not be sufficient to obtain certification. Therefore, the correct answer is True.Rate this question:
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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 daysExplanation
The given answer options demonstrate the characteristics of S.M.A.R.T goals. Both options specify a specific and measurable outcome (increase revenue growth from 5% to 8% and reduce processing time from 15 to 5 days), have a clear timeline (end of Q4 and by July 1), and are achievable within the given time frame. These goals are also relevant to the overall objective of improving business performance.Rate this question:
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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 progressExplanation
After an event, a Lean practitioner should follow through on several actions. These include closing out the remaining items on the action list, tracking metrics to ensure goals are met, and meeting with a Lean Leader to review progress. These actions are important to ensure that all tasks are completed, goals are achieved, and progress is evaluated and discussed with a leader in order to continuously improve and implement Lean practices effectively.Rate this question:
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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 departmentExplanation
Regulatory compliance and the Accounting & Tax department can be considered non-value added, but necessary to business operations. Regulatory compliance involves ensuring that the business complies with laws and regulations, which does not directly add value to the product or service but is necessary to avoid legal issues. The Accounting & Tax department handles financial transactions and tax obligations, which are necessary for the business to operate but do not directly contribute to the value of the product or service.Rate this question:
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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. TrueExplanation
The given statement is true. When initiating a performance improvement effort, it is crucial to understand and prioritize the needs and expectations of the customer. By identifying value from the customer's perspective, organizations can focus their efforts on delivering products or services that meet or exceed customer expectations, ultimately leading to improved performance and customer satisfaction.Rate this question:
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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 DiagramExplanation
A spaghetti diagram is a tool used to visually represent the flow of materials, information, or people within a process. It involves drawing a line on a floor plan or layout to show the movement and interactions between different points. This diagram helps identify inefficiencies, bottlenecks, and unnecessary movements in a process, allowing for improvements to be made.Rate this question:
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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. FalseExplanation
The explanation for the given answer is that establishing flow and implementing pull is not only for manufacturing cells and production lines but can also be applied to transaction environments. The statement that transaction environments are best set up as batch and queue is incorrect.Rate this question:
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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. FalseExplanation
The 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 the LEAN journey is an ongoing process of continuous improvement. It is important to strive for continuous improvement and not settle for 80% gains, as there is always room for further improvement and optimization.Rate this question:
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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 goalsExplanation
In a matrixed organization, implementing change can be challenging when you have no direct authority over the people affected. Consensus is an effective approach because it involves gaining agreement and support from all parties involved, ensuring that everyone is on board with the change. Alignment to strategic goals is also important as it helps to ensure that the change is in line with the organization's overall objectives and direction. Coercion, which involves forcing people to comply with the change, is not a recommended approach as it can create resistance and negative outcomes. Adherence to the chain of command may not be as effective in this situation as it does not necessarily involve gaining buy-in and support from those affected by the change.Rate this question:
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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. FalseExplanation
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, the answer is false because attacking the time spent on value-added tasks may not necessarily decrease handle time. It is possible that other factors, such as improving efficiency or streamlining processes, could have a greater impact on reducing handle time.Rate this question:
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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. FalseExplanation
The explanation for the given answer (False) is that it is not always better to scope an initiative as "one and done" and not waste people's time on iterative improvements. In many cases, iterative improvements are necessary and can lead to better outcomes in the long run. Scoping an initiative as "one and done" may overlook the potential for continuous improvement and learning from feedback and data. It is important to consider the specific context and goals of the initiative before deciding on the scope.Rate this question:
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Mar 21, 2023Quiz Edited by
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Mar 05, 2013Quiz Created by
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