IASSC ICLE Certification Exam Sample Questions
You have to pass the ICLE exam to receive the certification from IASSC. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this IASSC Lean Expert sample questions. Our Sample IASSC Certified Lean Expert Practice Exam will give you more insight about both the type and the difficulty level of the questions on the IASSC Lean Expert exam.
However, we are strongly recommending practice with our Premium IASSC Certified Lean Expert (ICLE) Practice Exam to achieve the best score in your actual IASSC ICLE Exam. The premium practice exam questions are more comprehensive, exam oriented, scenario-based and exact match of IASSC Certified Lean Expert exam questions.
IASSC Lean Expert Sample Questions:
01. A components plant agreed last quarter which product family to target and what its customers value. It then placed kanban cards between its five process steps without mapping the process first.
Three months later, material still moves between steps in large batches and waits in long queues. Kanban signals arrive at each step, but they join the back of those queues, and lead time has not changed.
Following the sequence of the Lean principles, what should the plant do next?
a) Map the value stream and create flow before using pull
b) Add more kanban cards so that pull signals reach every queue sooner
c) Set zero-defect perfection targets for each step and review them weekly
d) Speed up the flow between steps first and agree on customer value later
02. An outpatient clinic receives complaints that patients are sent back and forth between rooms during a visit and walk long distances between registration, the lab, imaging, and the consulting rooms. The team already has a spaghetti diagram of the nurses' movements over a morning, which shows heavy walking between the supply room and the treatment bays.
Which tracing should the team use to study how patients move through the clinic?
a) The nurses' existing diagram, which already shows movement through the clinic
b) A swim-lane diagram of the roles that pass each patient between them
c) The nurses' walking distances, measured more precisely over a full shift
d) A spaghetti diagram of each patient's path
03. The injection press that constrains a plant's output needs 40 minutes of internal changeover with one operator. With a second operator working in parallel, the internal work takes 22 minutes elapsed, including 2 minutes spent coordinating.
How should the parallel-operations proposal be judged?
a) Adopt it, because labor time halves to about 20 minutes while press downtime also falls by 18 minutes each time
b) Adopt it, since press downtime falls 18 minutes while labor rises to 44, a good trade on the constraint
c) Reject it, since two operators spend 44 labor minutes on a task one person did in 40
d) Adopt it, because downtime falls to 20 minutes with labor unchanged at 40
04. A bottling plant is launching autonomous maintenance. On the first day, the filler operators spend their shift cleaning the machine, and the supervisor reports that the filler now "looks like new." The TPM coordinator says the step has not yet achieved its purpose.
What should the operators have been doing during this initial cleaning?
a) Handing the cleaning to a contract crew so that they could keep the filler running for the whole shift
b) Repainting the frame and guards so the filler stays clean and looks new for longer
c) Inspecting each part as they cleaned it, tagging leaks, loose bolts, and wear so they get corrected
d) Leaving the first cleaning to maintenance and taking over the later cleanings
05. A plant pays each cell a monthly bonus based on its machine utilization. Utilization has risen to 92%, but finished-goods inventory has grown every month and customer demand is flat.
What change to the performance measures should the Lean Expert recommend?
a) Replace the utilization bonus with measures of on-time delivery and lead time
b) Raise the utilization target, with the bonus rewarding even fuller machine loading
c) Add labor utilization to the bonus alongside machine utilization
d) Keep the utilization bonus and add a monthly audit of finished-goods inventory levels
06. Midway through a Lean project at a software firm, the scope is widened to include the release process run by the IT director's team. The director was mapped at launch as a strong supporter. Since the scope change she has stopped attending reviews and questions the project in leadership meetings.
What should the project lead do?
a) Keep the original stakeholder map as it is, because the analysis was completed and approved at the project launch
b) Escalate her behavior to the sponsor at once and ask the sponsor to instruct her to cooperate fully
c) Update her place on the stakeholder map and revise how she is engaged to address her concerns
d) Remove her from the stakeholder list, since she no longer supports the project
07. True or False: A poka-yoke device should be checked at a set interval, for example at the start of each shift with a known-defective test part, because a device that has failed can let defects pass without any signal.
a) False
b) True
08. A machine shop makes a steel mounting bracket. The customer's drawing specifies a hole-position tolerance of +/-0.1 mm. The shop holds +/-0.01 mm, which needs an extra grinding pass and a coordinate-measuring check on every part.
All brackets pass inspection, none are scrapped, and the shop produces exactly the quantity ordered.
How should the extra grinding pass be classified?
a) As overproduction waste, because each bracket gets more work than the order needs
b) As defects waste, because tighter tolerances lead to more rejected parts at inspection
c) As value-added work, because every bracket exceeds the quality the customer asked for
d) As over-processing waste, because the extra pass delivers precision beyond what the customer has specified or will pay for
09. On an electronics line, each board passes through an adhesive cure station where it must sit untouched before the next operation can begin. No operator is needed during the cure.
- Takt time: 40 seconds
- Automatic cure time: 110 seconds per board
The team is setting the standard in-process stock for its standardized work so that the cure step never holds up the line.
How many boards should be held as standard in-process stock at the cure station?
a) 3 boards
b) 0 boards
c) 2 boards
d) 4 boards
10. A service team's objective this year is to cut the rework caused by processing errors. Its improvement goal reads: "Reduce errors from 120 to 84 a month by March 31."
Which SMART element does this goal fail, and why?
a) Measurable, because a monthly count is not a defined measure of progress
b) Time-Specific, because it sets no interim milestones, review dates, or checkpoints
c) Relevant, because error reduction is a general aim and not a team objective
d) Specific, because it does not say which errors, in which process, or who is responsible
Answers:
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Question: 01 Answer: a |
Question: 02 Answer: d |
Question: 03 Answer: b |
Question: 04 Answer: c |
Question: 05 Answer: a |
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Question: 06 Answer: c |
Question: 07 Answer: b |
Question: 08 Answer: d |
Question: 09 Answer: a |
Question: 10 Answer: d |
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