Workforce Development & Team Leadership Flashcards
7 cards from real LMC practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Workforce Development & Team Leadership flashcards as text
What is a 'skills matrix' used for in Lean team management?
Answer: Visually mapping team members' current skills and identifying training gaps
A skills matrix (competency matrix) provides a visual overview of who can perform which tasks, helping managers identify cross-training needs and ensure operational flexibility.
In Lean leadership, what does 'leader standard work' refer to?
Answer: Defined, repeatable daily routines for leaders that sustain Lean behaviors and systems
Leader standard work consists of structured daily routines — such as gemba walks, board reviews, and coaching moments — that help leaders consistently support and sustain Lean practices.
When implementing Lean changes, which strategy is most effective for overcoming employee resistance?
Answer: Involving employees early in the design and testing of changes to build ownership
Involving employees in change design increases ownership and reduces resistance because people are more committed to changes they helped create.
What is the purpose of a 'tiered daily meeting' structure in Lean organizations?
Answer: To escalate issues and share performance data from the team level up through management tiers
Tiered daily meetings (e.g., team huddles, supervisor reviews, manager reviews) create a rapid communication cascade that surfaces problems at the right level and ensures accountability.
In Lean workforce development, what is 'yokoten'?
Answer: The practice of horizontally sharing successful improvements across teams or sites
Yokoten (meaning 'across everywhere') is the practice of spreading successful kaizen results or best practices laterally throughout the organization to multiply gains.
Which of the following best supports psychological safety in a Lean team environment?
Answer: Creating norms where team members can raise problems and ideas without fear of blame
Psychological safety allows team members to surface problems, challenge assumptions, and experiment — all of which are essential for a thriving continuous improvement culture.
A Lean manager notices that improvement ideas from frontline workers are rarely being implemented. What is the most likely root cause?
Answer: There is no structured system for capturing, reviewing, and acting on employee suggestions
Without a formal idea management system (like a kaizen suggestion board with defined review cycles), employee ideas fall through the cracks and engagement quickly declines.