The EXIN Lean IT Foundation certification equips individuals with the essential knowledge to uphold a Lean approach within IT organizations. Participants will gain knowledge of Lean philosophy, learn how Lean approaches processes to minimize waste, explore performance measurement techniques, and more. The emphasis of this certification exam is on the practical application of Lean IT principles.
Who should take the exam?
The exam is best suitable for any manager or specialist working in an IT organization.
Exam Details
Exam Name: Lean IT Foundation
Exam Languages: English, Portuguese, Chinese, Japanese
Time Duration: 1 hours
Exam Questions: 40
Passing Score: 65%
Lean IT Foundation Exam Course Outline
The Exam covers the given topics -
Topic 1: Overview
1.1 Understanding the historical development of Lean, the key principles underlying Lean and the dimensions for structuring Lean IT.
development of Lean and the importance of the Toyota Production System.
key principles underlying Lean like customer value, value stream, flow, pull, perfection
concepts of waste (muda), variability (mura) and overburden (muri)
explaining activities like Value-Add, Necessary Non-Value-Add, Non-Value-Add, particularly related to specific IT activities like solving incidents, developing applications, testing
Planning-Do-Check-Act cycle as the generic method for quality improvement
Definition of Lean IT
Dimensions of Lean IT such as Customer, Process, Performance, Organization and Behavior & Attitude
Key ‘players’ Shingo Prize, Lean IT Association, author community
1.2 Understanding the aspects dealt with in the Introduction
Lean principles
identifying types of waste within an IT organization or process
Price of poor quality and reasons for using Lean Principles for improving performance
Types of activities like ability to define what IT activities fall into which category ability to explain how the PDCA cycle works on the most basic level understanding where Lean IT differs from and complements other methods. The connection of Lean IT with IT service management is specifically investigated.
Topic 2: Introduction to Customer
2.1 Understanding the key components of the Customer dimension
Voice of the Customer (VoC) and the types of customers
Types of customer value
concept of Critical to Quality (CTQ)
Ways for analyzing the Voice of the Customer
Sources of continuous improvement opportunities such as Voice of the Customer, Voice of Business, Voice of the Process, Voice of the Regulator
2.2 Learn the aspects related to the Customer
Types of customer value and the factors that influence customer value
The link between the Voice of the Customer and Critical to Quality
constructing a Critical to Quality tree
Topic 3: Understand the Process
3.1 Understanding the key aspects of the Process dimension
Definition of process and the basic processes in an organization
Key components of a process like goal, result, input, throughput, output, customer,
concepts of Push and Pull, including justifiable inventory to ensure reduction of variation
SIPOC model
The key aspects of a Value Stream Map (VSM), including the identification of waste in the VSM and adding metrics to the VSM
The most important metrics in a process: Cycle time,Takt time, Lead time, Waiting time, Changeover time, Work in Progress, Parallel Lines, Throughput, Capacity Value improvement in processes: possible sources of improvements including specifically heijunka and 5S
The concepts of value demand and failure demand and the related value and failure streams
3.2 Explore the following aspects of the Process dimension
Relationship of process (Value stream) with the other Lean principles
The difference between Push and Pull systems
The steps for creating a Value Stream Map, using SIPOC and Value Stream Map
Waste in a Value Stream Map, ability to identify the symbols for the TIMWOOD waste
Explain the SIPOC and VSM using IT examples
The difference between value and failure demand within IT
Topic 4: Concept of Performance
4.1 Learning the key aspects of the Performance dimension
Definition of performance, as compared to a result
Definition and requirements for a key performance indicator (KPI)
The concept of Process Cycle Efficiency (PCE) as a method for understanding time usage. understanding the availability of skills and knowledge.
The combination of Performance indicators, Time and Skills & Knowledge to steer performance
4.2 Explore the following aspects of the Performance dimension
Relationship of performance with the PDCA cycle
The key aspects of a KPI
Why time is the most important production factor within IT
The relationship of PCE with VSM
The role of skills and knowledge in ensuring performance
Topic 5: Learn about the Organization
5.1 Understand the key aspects of the Organization dimension
Organizational requirements for Lean IT structuring for customer orientation, empowerment of frontline to act in delivery of value to customers and speed of communication through the organization customer orientation and speed of communication
Goal of management to empower employees
Concept and components of the performance dialogue
Concept and goals of visual management including use of boards
Explain the concept of Kanban and its role in visual management
5.2 Understanding the following aspects of the Organization dimension
Why organizations need to be customer-oriented
What is the goal of a performance dialogue using each of the visual management boards– day board, week board and Kaizen/improvement board
Topic 6: Understand Behavior & Attitude
6.1 Understand the key aspects of the Behavior & Attitude dimension
Characteristics of the Lean mindset, Empowerment of the individual to stop the production line (Jidoka/Andon)
Types of Lean behavior, Quality at the sourcerole of managers within a Lean environment
Lean Leadership
Valley of despair in relation to people’s expectations over time (Kubler-Ross)
6.2 Explore the following aspects of the Behavior & Attitude dimension
The difference between behavior and attitude 10.1
The difference between traditional management and Lean management
The behavior and attitude required for successful use of Lean Behavior and Attitude in relation to expectations surrounding a change in way of working
Topic 7: Learn about Problem Solving / Kaizen
7.1 Understand the key aspects of Problem Solving / Kaizen
Definition of Kaizen and Kaikaku as the two forms of improvement within Lean
Overview of steps in the DMAIC method
Define phase: Definition of a problem
Definition of a Pareto chart and its use
Definition of an Ishikawa (Fishbone) diagram and its use
Why method for root cause analysis
Improve phase: inputs for future state: VoC (Voice of the Customer), VoB (Voice of the Business), VoP (Voice of the Process), VoR (Voice of the Regulator) explain Poka Yoke as a way to stop mistakes from happening
A3 method
7.2 Understanding the following aspects of Problem Solving / Kaizen
Which tools from the other dimensions are used in which phase of the DMAIC cycle
Prioritization of improvement candidates through feasibility and impact in determining both which problems to solve with a Kaizen and which solutions to implement at the Improve step of the Kaizen