Cultural Enablers

Question 1

1. Which of the following would a cultural enabler do to infuse lean into the organization?
   A. Provide a command and control leadership environment.
   B. Admit when they are wrong.
   C. Provide standard operating procedures and checklists.
   D. Accept credit for positive actions.

Answer 1

1. Answer: B - A cultural enabler would infuse lean into an organization by showing respect and leading with humility. An example of this is a supervisor, manager, or leader who asks for input from direct and indirect reports and reacts by listening and adjusting their actions based on the feedback.

Question 2

2. Which of the following examples shows what humility would look like to employees?
   A. A mid-level manager accepting credit for a group’s process improvement.
   B. A leader implementing a plan and overruling a team’s recommendations.
   C. A supervisor attending a Kaizen event and retaining their thoughts so as not to influence the group.
   D. A supervisor providing beverages and snacks for a Kaizen event.

Answer 2

2. Answer: C - Employees would view a supervisor attending a Kaizen event and retaining their thoughts so as not to influence the group as an example of humility. Interrupting conversation with a management viewpoint, using a condescending tone, and overruling a team’s recommendations with an alternate plan are examples that show a lack of humility. Leadership must display the impetus to transform, which includes motivation and engagement in employee change efforts.

Question 3

3. Using the Shingo model, which of the following would NOT be included in the supporting principles for developing mutual respect and humility?
   A. Improving financial performance.
   B. Empowering and involving all employees.
   C. Nurturing long-term relationships.
   D. Developing employees for continuous improvement

Answer 3

3. Answer: A - Under the Shingo model, the supporting principles for developing mutual respect and authority would include the aspects of empowering and involving all employees, nurturing long-term relationships, and developing employees for continuous improvement. A culture fully develops when every employee in the organization demonstrates a high level of respect for every other individual.

Question 4

4. Operational excellence is achieved by developing a culture where everyone in the organization is respected. Which choice below reflects the principle of respect?
   A. Respect enables the development of employees.
   B. Respect creates an environment of empowerment to improve processes over which employees have ownership.
   C. Respect is earned at the group level.
   D. A and C are correct.
   E. A and B are correct.

Answer 4

4. Answer: E - Achieving organizational excellence is accomplished through a culture of respect where employees are enabled through development and empowered to improve processes over which they have ownership. Respect is a principle which builds success for the organization. To be impactful, respect must be conveyed to and received from all employees.

Question 5

5. Leadership must protect the working environment and the health and safety of all the employees of the organization in order to maintain respect. Which of the following choices is NOT included in assuring a safe environment?
   A. Providing emotional safety for employees.
   B. Providing financial safety for employees.
   C. Providing employment for the community.
   D. Providing environmental compliance services.

Answer 5

5. Answer: D. - Maintaining respect is the result of providing financial and emotional safety for employees, including employment for the community.
   These principles link closely with environmental compliance and corporate sustainability, which creates long-term consumer and employee value. An organization would be expected to comply with environmental regulation, but not to provide compliance services.

Question 6

6. Organizational management should focus their attention to major initiatives and the strategic direction of the organization, while employees focus on the execution of the vision. Which principle supports this thought process?
   A. Involving and empowering all employees.
   B. Leading the organization with humility.
   C. Expanding the knowledge base and developing employees.
   D. Nurturing long-term relationships.

Answer 6

6. Answer: A. - Involving and empowering employees allows them to concentrate their efforts on the processes and systems to which they add value in the value stream. The empowerment of employees includes ensuring that expenditures for training are fully utilized. Training investments are wasted if employees are not empowered and involved to enact the knowledgebase.

Question 7

7. Cultural enablers respect the individual by providing developing opportunities to drive continuous improvement. Which of the following would a cultural enabler do to promote employee development?
   A. Provide additional vacation or leave time.
   B. Provide additional project resources.
   C. Provide training for rapid process deployment.
   D. Provide an in-house exercise suite.

Answer 7

7. Answer: C. - Cultural enablers provide development opportunities which drive continuous improvement. A cultural enabler would promote employee development by providing training for rapid process deployment. Providing additional resources and in-house exercise equipment may help the organization to build respect, but would not impact the development of an employee from the prospective of a learning organization or for building the knowledge base.

Question 8

8. Leading with humility is a requirement which must occur long before learning and improvement can occur. Employees who have a leader that listens will respond by what?
   A. Understanding continuous improvement.
   B. Freely giving their creative abilities.
   C. Adequately managing conflict.
   D. Requiring additional resources.

Answer 8

8. Answer: B. - In order for learning and improvement to occur, employees must have leadership who is responsive and will listen. In response to this employees feel respected and will more readily give their creative abilities. Employees react positively when they feel that a manager will listen to input and continuously build an environment where the employees know they are respected.

Question 9

9. Respect in the organization facilitates long term relationships.
   What is the main reason for facilitating these relationships?
   A. It is the employees that are the essential part of every process or system.
   B. Employees who are happy have less ancillary overhead costs.
   C. Respected employees are safer and have fewer accidents.
   D. Employees who feel respected are documented to waste less resources.

Answer 9

9. Answer: A. - Long-term relationships are built on respect. These relationships are key to the organization because employees are the key driver in the organizational value stream. Employees are essential, as they perform the work, create the value, and improve the processes.

Question 10

10. William Edwards Deming displayed characteristics of humility by keeping notes in his pocket as he toured and listened to workers.
    What actions did this display to the employees?
    A. That each employee had value.
    B. That the organization had interest in their work.
    C. That leadership was interested in improvement.
    D. That Deming was learning from them rather than them learning from him.

Answer 10

10. Answer: D. - Deming displayed characteristics of humility by taking notes as he discussed and observed processes with employees. He stated that he learned something new from every employee. He felt that they were not necessarily learning from him, but that he was learning from them. He took what he learned each day and used it to improve processes in Japanese engineering factories.

Question 11

11. Motivating, empowering, and involving employees requires a
    “people centric” culture that engages employees. Which choice below would be associated with or would identify a “people centric culture”?
    A. Providing routine breaks.
    B. Providing a flexible work schedule.
    C. Training and socializing a soon as employees are hired.
    D. Providing readily available snacks.

Answer 11

11. Answer: C - Motivating, empowering, and involving employees requires a
    “people centric” culture that engages employees. Training and socializing as soon as employees are hired would be associated with or would identify a
    “people centric culture.” Additional measures to promote this culture include finding competent employees, communicating performance indicators, and offering help to those who are struggling.

Question 12

12. The environmental safety aspect, which includes raw materials, packaging, and recycling, would be classified in what environmental category?
    A. Reduction of the carbon footprint.
    B. Workplace green initiatives.
    C. Reduce, reuse, and recycle initiatives.
    D. Organization “world care” initiatives.

Answer 12

12. Answer: A - The environmental safety aspect, which includes raw materials, packaging, and recycling, would be classified as reduction of the carbon footprint as an environmental category. Environmental safety is included in every product and process produced by the organization.
    Improving environmental compliance and protection of the environment shows customers an organization is environmentally safe.

Question 13

13. Which of the following choices would NOT be considered an enabler for creating a culture of safety?
    A. The emphasis of safety by the organization.
    B. Employee trust and engagement.
    C. An environment where employees learn from failure.
    D. A culture which includes blame and retribution.

Answer 13

13. Answer: D - Under the enabler of creating a culture of safety, a culture which includes blame and retribution would not contribute to creating a culture of safety. The emphasis on safety by the organization, the development of employee trust and engagement, and the development of an environment where employees learn from failure are all cultural safety builders.

Question 14

14. Which factor would improve baseline safety measures?
    A. The standardization of tasks.
    B. Providing visual indicators for factory processes.
    C. Lubrication of a printing press.
    D. The addition of a conveyer belt which improves efficiency.

Answer 14

14. Answer: B - Baseline safety measures would be improved through the standardization of tasks. Standards are the baseline upon which improvements are measured. Policies, procedures, operations, and communications all need to be standardized in order to improve safety in the organization.

Question 15

15. An organization is having difficulty removing barriers to creating a culture of safety. Which of the following is NOT a barrier to safety that they may be encountering?
    A. A lack of employee training.
    B. A lack of support from leadership.
    C. A culture of retribution.
    D. Enhanced employee engagement.

Answer 15

15. Answer: A - If an organization were having difficulty removing barriers to creating a culture of safety they would be encountering a lack of employee training, alack of support from leadership, and a culture of retribution.
    Enhanced employee engagement is an example of a safety enabler, not a barrier.

Question 16

16. Which of these is an incorrect statement regarding the characteristics of standardization?
    A. Standardization is dynamic and requires continuous input.
    B. Standardization should occur across the organization.
    C. Standardization is static and requires no monitoring.
    D. Standardization employs the use of Plan-Do-Check-Act.

Answer 16

16. Answer: C - Considering the statements on the characteristics of standardization, the phrase “standardization is static and requires no monitoring” is incorrect. Standardization is regarded as a dynamic process which requires continuous improvement using the Deming cycle of PDSA.

Question 17

17. According to Talichi Ohno, which of the following is the purpose of a standard?
    A. To provide a mitigating factor in human error.
    B. To provide an organizational rule for a process.
    C. To provide timeline for the continuous learning process.
    D. To provide a baseline for future improvements

Answer 17

17. Answer: D - According to Talichi Ohno, the purpose of a standard is to provide a baseline for future improvements. He was quoted as saying, “There can be no Kaizen if there is no standard.” This meant that every continuous improvement activity would result in a new standard.

Question 18

18. Knowing standards are the baseline against which improvements are measured, which of the following would be described as a standard?
    A. The cultural enabler which provides constancy.
    B. The framework for the best, most efficient, and safest way to perform a job.
    C. Operationally, the process which is known and requires no training.
    D. A process which incurs variability.

Answer 18

18. Answer: B - Knowing standards are the baseline against which improvements are measured, the phrase describing the “framework for the best, most efficient, and safest way to perform a job” would be the best description of a standard. If there is no standard, you cannot tell if there has been a difference or change for an initiative and there is no way to compare before and after results.

Question 19

19. Leaders as cultural enablers understand that failures are imminent when making improvements. According to Dalal, there are three types of failures. These include all of the following EXCEPT:
    A. System level failures.
    B. Human level failures.
    C. Equipment level failures.
    D. Process level failures.

Answer 19

19. Answer: C - Leaders who are cultural enablers understand that failures are imminent when making improvements. According to Dalal, there are three types of failures: system level failures, human level failures, and process level failures. True lean leaders avoid the human failure aspect to prevent a culture which lacks trust and stifles creativity. They focus on system and process failures.

Question 20

20. Great leaders create a culture for learning and believe which of the following principles?
    A. 30 percent of failures are avoidable with 70 percent of planning.
    B. 70 percent of failures are avoidable with30 percent of planning.
    C. 80 percent of failures are avoidable with20 percent of planning.
    D. 20 percent of failures are avoidable with 80 percent of planning.

Answer 20

20. Answer: C - Great leaders create a culture for learning and believe 80 percent of failures are avoidable with20 percent of planning. Additionally, to create an open environment for learning, they should plan for failures by performing risk assessments and root cause analysis, as well as using the Deming PDSA to prevent failures.

Question 21

21. Which of the following is the prime responsibility of a leader in a lean organization?
    A. To develop problem solvers and decision makers.
    B. To determine the vision.
    C. To understand “why” for all problems.
    D. To build a culture which prevents failure.

Answer 21

21. Answer: A - The prime responsibility of a leader in a lean organization is to develop problem solvers and decision makers. The leaders are responsible for developing the vision and allowing their employees to make decisions and influence organizational policies.

Question 22

22. In order to optimize the benefits of lean,
    “employee
    empowerment” would include which of the following?
    A. Leaders engaging the workforce.
    B. Responsibilities that are clearly defined.
    C. An idea suggestion program being implemented.
    D. B and C.
    E. A, B, and C.

Answer 22

22. Answer: E - In order to optimize the benefits of lean,
    “employee empowerment” would include multiple actions where leaders commit to an engaged workforce, roles and responsibilities are clearly defined, training is performed for all levels of employees, employees are encouraged to submit ideas, and all employees are held accountable.

Question 23

23. Which of the following lean tools are designed for automatic collaboration?
    A. An Ishikawa diagram of the production of roofing shingles.
    B. Development of a checklist for maintenance of machine bearings.
    C. A process map of a commercial kitchen.
    D. Holding a Kaizen event for corrugated press operators.

Answer 23

23. Answer: D - Collaboration within the organization helps to achieve lean because it extends outside the organization to suppliers, competitors, and contractors. This builds partnerships with a combined effort. Holding a Kaizen event for corrugated press operators is an example of a lean tool designed for automatic collaboration. Tools such as A3 forms and Nema was hi (a form of consensus building) are also used because they require the team to work collaboratively for a solution.

Question 24

24. Key traits of a humble environment include all of the following
    EXCEPT:
    A. Relationships which are long-term and based on mutual loyalty.
    B. Discrimination throughout the organization.
    C. The personal “people” aspect of the value stream.
    D. A stable learning environment.

Answer 24

24. Answer: B - The key traits of a humble environment include building relationships which are long-term and based on mutual loyalty, the personal
    “people” aspect of the value stream, and a stable learning environment. It does not include discrimination throughout the organization. Discrimination displays a lack of humility.

Question 25

25. Which example would show a leader who leads with humility and leads by demonstrating their ability to do what they say?
    A. The leader is boastful and accepts public adulation.
    B. The leader looks out the window instead of the mirror to determine success.
    C. The leader sets up success for the organization today, letting successors chose their own course.
    D. The leader remains loud in motivation.

Answer 25

25. Answer: B - An example of a leader who demonstrates humility looks out the window instead of the mirror to determine success and realizes the organization’s success is driven by its people and external factors. A humble leader would not be boastful or loud, and would set up their successors for greater success than they achieve today.

Question 26

26. As managers understand that effective teams outperform individuals, the value of cross training should not be overlooked.
    Which of the following is a benefit of cross training?
    A. Employees feel as though they shoulder the burden of tasks.
    B. Employees are able to pass off assignments.
    C. Organizations are able to build succession plans by allowing new team members to prepare for new responsibilities.
    D. The negative effects of absence are amplified.

Answer 26

26. Answer: C- When managers understand that effective teams outperform individuals, the value of cross training should not be overlooked. The benefit of cross training is that organizations are able to build succession plans by allowing new team members to prepare for new responsibilities. The organizations are also poised to better handle emergency situations and adapt to work overflow.

Question 27

27. Which of the following is the most important concept for a cultural enabler to recognize in order to utilize enabler techniques and practices in the best manner?
    A. Improvement is a normal part of daily work.
    B. Waste is inevitable and does not affect all work.
    C. Customers on the outside of the organization are most important.
    D. Employees should remain within their comfort zone.

Answer 27

27. Answer: A - The concept that “improvement is a normal part of daily work” is the most important concept for a cultural enabler to recognize in order to utilize enabler techniques and practices in the best manner. Waste can be controlled and eliminated for all processes. To control this waste, employees should strive to reach outside of their comfort zones. The employees should also understand that customers exist both within and outside of the organization and both of them have equal importance in lean initiatives.

Question 28

28. Which of the following tools would drive behaviors aligned with humility and respect as cultural enablers?
    A. Revolving daily management employees.
    B. Suggestions and goal sharing for teams.
    C. A focus on individual development.
    D. B and C.

Answer 28

28. Answer: D - From the choices provided, the tools which would drive behaviors aligned with humility and respect as cultural enablers would include suggestions and goal sharing for teams and a focus on individual development. Daily management should be standardized rather than revolved in order to achieve consistency and quality.

Question 29

29. Cultural enablers involve everyone. Which principle-based behavior below would indicate that a manager were displaying characteristics which explain the “what” and “why” of respect in relationships?
    A. The leader ensures that products do not have unintended negative consequences on the environment.
    B. The leader ensures routine hiring of new employees.
    C. The leader ensures that competencies are reviewed with other managers.
    D. The leader ensures that safety is incorporated into policy.

Answer 29

29. Answer: A - From the choices provided, the principle-based behavior that would indicate that a manager were displaying characteristics which explain the “what” and “why” of respect in relationships would be that “the leader ensures that products do not have unintended negative consequences on the environment.”

Question 30

30. Teamwork is important because everyone who touches a process should have a say in changes made to the process. Which of the following choices is NOT a type of project team?
    A. The self-directed work team, which shares management responsibilities.
    B. The process management team, which shares the responsibility of monitoring and controlling a process.
    C. The natural work team, which involves employees in a common area who are responsible for completing a piece of work.
    D. The non-natural team, which is a hybrid team of both self-directed and process management teams.

Answer 30

30. Answer: D - Teamwork is important because everyone who touches a process should have a say in changes made to the process. The non-natural team is not a true type of project team. The three types of teams include the self-directed work team, which shares management responsibilities; the process management team, which shares the responsibility of monitoring and controlling a process; and the natural work team, which involves employees in a common area who are responsible for completing a piece of work.

Question 31

31. Which of the following is a form of horizontal deployment in which the process that leads to an improvement is just as important as the improvement itself?
    A. Value stream mapping, which shows processing steps with information flow as well as process data.
    B. Yokoten, which promotes the sharing of information in a systematic manner.
    C. Poka-yoke, which prevents incorrect parts from being made or assembled.
    D. Process capability, which measures the inherent process variability.

Answer 31

31. Answer: B - The form of horizontal deployment in which the process that leads to an improvement is just as important as the improvement itself is Yokoten. Yokoten promotes sharing of information in a systematic manner.
    Yokoten should be included in each problem-solving method.

Question 32

32. Which form of information sharing promotes information at the lowest level in the organization?
    A. Horizontal information sharing.
    B. Top down information sharing.
    C. Bottom up information sharing.
    D. Lateral information sharing.

Answer 32

32. Answer: C - Information sharing is key in the sustainment of a process improvement. Bottom up information sharing promotes information at the lowest level in the organization. The depth of information sharing combined with the employee by in for improvement predicts the success of an initiative.

Question 33

33. When performing a skills assessment of an employee’s knowledge and use of lean tools, which would be the most useful for a manager to perform?
    A. Interview employees about their knowledge of process improvement.
    B. Provide new tools for team members to try.
    C. Review prior projects and corresponding metrics.
    D. Develop a lean review team.

Answer 33

33. Answer: A - When performing a skills assessment of an employee’s knowledge and use of lean tools, the most useful action for a manager to perform would be to interview employees about their knowledge of process improvement. This would allow the manager to determine if an employee’s skills fell in one of three categories: basic, practitioner, or expert. Categorizing skill levels would allow a manager to determine where skill building was needed and which employees may become lean team leaders within the organization.

Question 34

34. A skills assessment should focus on four specific areas of lean.
    Which of the following is NOT one of those areas?
    A. Design for Six Sigma, which combines the tools used to improve existing products or services.
    B. Soft skills for performance improvement.
    C. Project management skillset.
    D. Six Sigma methodology knowledge.

Answer 34

34. Answer: C - A skills assessment should focus on four specific areas of lean. The project management skillset is not included in the assessment. A skills assessment of lean would review an employee’s skills and knowledge in lean, Six Sigma, soft skills, and design for Six Sigma.

Question 35

35. Managers can review overall assessment scores or the scores an employee receives in specific categories. An employee who scores somewhere in the range of 4 to 7 on a scale of 1 to 10, with 10 being high, would be categorized as what experience level?
    A. The practitioner level of lean practice.
    B. The basic level of lean practice.
    C. The expert level of lean practice.
    D. The novice level of lean practice.

Answer 35

35. Answer: A - Managers can review overall assessment scores or the scores an employee receives in specific categories. When reviewing these scores, an employee who scores somewhere in the range of 4 to 7 on a scale of 1 to 10, with 10being high, would be categorized as the practitioner experience level. The basic level would fall between 1 and 3, the practitioner between 4 and 7, and the expert between 7 and 10.

Question 36

36. Which of the following demonstrates what instructional goals using enabler practices should do?
    A. Instructional goals should contain subject matter content.
    B. Instructional goals should contain multiple learning outcomes.
    C. Instructional goals should require detailed training.
    D. Instructional goals should represent an intended learning outcome.

Answer 36

36. Answer: D - When using enabler practices, instructional goals should represent an intended learning outcome. Instructional goals should not contain specific subject matter content, nor should they contain multiple learning outcomes. The instruction should focus on one learning outcome. The goals should not require detailed training.

Question 37

37. Which of the following can be a negative result of poor on-the-job training?
    A. Training skills that are purely the perception of the student.
    B. Employees train on the actual equipment which will be used regularly on the job.
    C. On-the-job training requires additional time for a trainer to provide hands-on experience.
    D. Employees develop poor work habits.

Answer 37

37. Answer: D - A possible negative result of poor on-the-job training is if employees develop poor work habits which inhibit a lean culture for the organization. In general, on-the-job training affords the student the best opportunity to experience work processes, and understand standardization, performance metrics, and the value they play in the process.

Question 38

38. What is the best benefit of on-the-job training for an organization?
    A. On-the-job training is cost effective, as the instructors are in-house.
    B. It requires the employees to know job expectations from the start.
    C. It may require additional equipment.
    D. It requires additional transportation in some facilities.

Answer 38

38. Answer: A - The best benefit of on-the-job training for an organization is that it is cost effective, as the instructors are in-house. Additional benefits include the fact that the training can be done during normal work shifts and there is no need for additional travel or additional tools. Also, on-the-job training provides immediate feedback.

Question 39

39. Some organizations do not embrace suggestion systems because of common objections. Which of the following is NOT included in the objections?
    A. Suggestion ideas require resources to implement.
    B. An employee’s suggestions should be compensated.
    C. Suggestions may turn into complaints.
    D. Employers should not have to pay for ideas that should be part of an employee’s job.

Answer 39

39. Answer: B - Some organizations do not embrace suggestion systems because of objections that suggestion ideas require resources to implement, suggestions may turn into complaints, and employers should not have to pay for ideas that should be part of an employee’s job. As evidenced by the success of Toyota, employees should be compensated for suggestions.

Question 40

40. Which of the following choices has the most significant impact on the organization using an employee suggestion program?
    A. An employee identifies a problem.
    B. The employee develops a corrective action or improvement.
    C. The employee implements the idea after receiving approval.
    D. The idea is posted on a display board for employee recognition and learning by other employees.

Answer 40

40. Answer: D - Using the employee suggestion program has the most significant impact when the idea is posted on a display board for employee recognition and learning by other employees. Historically, ideas from employees are statistically low, but the implementation rate averages from 32% to 86%.

Question 41

41. What cultural enabling technique would be in use if an organization asked questions such as “Do we have a clear vision of our ideal state for a process”?
    A. Performing a skills assessment.
    B. Motivation and empowerment of employees.
    C. Developing a sense of urgency.
    D. Developing leadership positions.

Answer 41

41. Answer: A - If an organization asked questions such as “Do we have a clear vision of our ideal state for a process?” they would be developing a sense of urgency. Implementation of lean requires a sense of urgency, which includes forming coalitions with a clear vision that is communicated throughout the organization.

Question 42

42. A mentor is assisting a project team. In doing so, which factor is most important to members of the team?
    A. Ideas are not dismissed because of the agreed upon direction of the team.
    B. All members are compensated equally.
    C. All members feel as though they have something to contribute.
    D. The mentor develops a solution.

Answer 42

42. Answer: C - A mentor assisting a project team will find their most important role is to ensure that all members feel as though they have something to contribute. They also help the team understand the process improvement without the mentor developing the actual solution and ensure the process owners improve their process using their own ideas.

Question 43

43. A lean leader engages in their development of the lean mindset through commitment to continuous improvement. The premier focus of lean is which of the following?
    A. The development of a clear vision for the organization to its employees.
    B. A customer focus for both internal and external customers.
    C. Development of clear responsibilities and expectations.
    D. Utilization of multiple lean tools.

Answer 43

43. Answer: B - The premier focus of a leader as they engage in their development of the lean mindset is a customer focus for both internal and external customers. A lean culture focuses on customer satisfaction, continuous improvement, communication of the vision, and clear roles and expectations.

Question 44

44. Lean environmental systems have two priorities within the organization: those to employees and those to the community. Which of the following factors or processes would NOT impact environmental systems?
    A. Organization productivity standards.
    B. Deployment of management system standards.
    C. The number of employees in the organization.
    D. Employee worker protection regulations.

Answer 44

44. Answer: C - The two priorities within the organization for environmental systems are those to employees and those to the community. The number of employees in the organization would NOT impact environmental systems. The factors which most directly impact employee environmental systems are organization productivity standards, deployment of management system standards, process improvement programs, and employee worker protection regulations.

Question 45

45. Which of the following would result in reduced regulatory oversight as a result of using lean principles?
    A. Participation in the Voluntary Protection Program (VPP)with OSHA.
    B. Participation in EPA Energy training programs.
    C. Donation to the Energy Star Program.
    D. Donation to the World Aid Initiative.

Answer 45

45. Answer: A - Environmental systems in lean show an organization’s commitment to social responsibility and willingness to exceed regulatory requirements. Participation in the Voluntary Protection Program (VPP)with OSHA would result in reduced regulatory oversight as a result of using lean principles. Organizations can leverage lean principles to reduce regulatory oversight.

Question 46

46. In order to best motivate, empower, and involve a lean team, which of the following would a supervisor do?
    A. Include additional reporting requirements for quality control.
    B. Provide an additional 15 minute break per shift.
    C. Eliminate approvals for reports.
    D. Provide redundant control mechanisms.

Answer 46

46. Answer: C - In order to best motivate, empower, and involve a lean team a supervisor would eliminate any excessive approvals. The supervisor’s responsibility would be to eliminate non-value-added activities. These activities would include actions such as eliminating the approvals, mechanisms which stifle the employee’s creativity, and any redundant activities.

Question 47

47. Modeling lean principles, values, and philosophies within the organization includes developing a lean mindset. Which choice below is an example of a lean leadership mindset?
    A. The organization provides a budget for lean activities.
    B. Leaders develop one to three lean project teams.
    C. Leaders include a lean review in strategic planning.
    D. Lean is considered the solution for each daily operational decision of management.

Answer 47

47. Answer: D - Modeling lean principles, values, and philosophies within the organization includes developing a lean mindset. From the choices, the best example of a lean leadership mindset is that lean is considered the solution for each daily operational decision of management. Each member of management must convey the same consistent positive response for eliminating waste and increasing customer satisfaction.

Question 48

48. Implementing lean philosophies require management commitment, training, and incorporation of lean tools. What factor will most likely increase the value of lean with employees?
    A. Celebrating team success for projects.
    B. Allowing teams to choose team members.
    C. Introducing additional lean tools.
    D. Providing monetary incentives.

Answer 48

48. Answer: A - Understanding that the implementation of lean philosophies requires management commitment, training, and incorporation of lean tools.
    The factor that will most likely increase the value of lean with employees is to publicly celebrate the success of lean teams. Growing lean principles, values, and philosophies requires increased knowledge and awareness of the impact on employees and the organization.

Question 49

49. Planning and deployment of lean requires management’s prioritization of projects, approval of the projects, and celebration of the success once complete. Which selection below would indicate the focus for management when prioritizing, approving, and celebrating projects?
    A. Customer needs, business needs, and return on investment.
    B. Customer requirements and environmental impact.
    C. Elimination of waste and business impact.
    D. Cost, customer care, and continuity of business operations (C3).

Answer 49

49. Answer: A - Management prioritizes, approves, and celebrates the success of projects. The focus for management when prioritizing, approving, and celebrating projects is on customer needs, business needs, and the return on investment. Small improvements in these areas can result in big improvements for enabling lean culture.

Question 50

50. A team has worked on improving a metric for several months and not been successful. What may a leader suggest to provide the team with more traction towards their goal?
    A. Replace the existing lean tools with a new set.
    B. Provide more frequent celebration of incremental improvements.
    C. Redevelop the project timelines to provide additional time.
    D. Alter the team composition.

Answer 50

50. Answer: B - When a leader notices a team has worked on improving a metric for several months and not been successful the leader may provide more frequent celebration of incremental improvements. This will provide the team with confidence in the project’s success and improve communication on the project, providing the team with more traction towards their goal.