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Green Belt Six Sigma

Subjects : certifications, six-sigma

Instructions:

Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can study here.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.

1. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Value-Added (VA) - or Customer Value-Add (CVA); Any activity in a process that is essential to deliver the service or product to the customer

2. Much of the information we receive comes in qualitative or quantitative form?
Time
Ask for ideas about how to accomplish a task.
Average of the population or sample.
Qualitative

3. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A project charter
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

4. What are the 8 forms of waste (muda)?
A project charter
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

5. Theory of constraints
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Average of the population or sample.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Breaks problems down into bite-sized pieces -- Displays many possible causes in a graphic manner - Shows how causes interact. - Follows brainstorming rules when generating ideas

6. Name the 5 TOC focusing steps.

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7. What is a Kaizen event?
The middle of the population.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

8. 5 Sigma
230 defects per million
308 -000 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

9. Does not have to be the "best" solution but one all can "live" with.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Value-Added (VA) - or Customer Value-Add (CVA); Any activity in a process that is essential to deliver the service or product to the customer
Consensus
Duration: 3-5 days. Size of team: 4 -12

10. When would you use Lean vs. DMAIC vs. DFSS?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time to get through a process
66 -800 defects per million
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

11. Within the 8 wastes - __________ is a significant factor
Time
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
66 -800 defects per million
Continuous data where there are no gaps between possible values.

12. What is critical to performing value analysis?
1. Throughput 2. Inventory 3. Operating expense
A good process map.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
308 -000 defects per million

13. Inferential Statistics
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
A good process map.
Using descriptive statistics to make educated guesses about the future.

14. Name 5 items in Managing
The most frequently occurring value.
Man - Method - Machine - Material - Measurement - Mother Nature
Duration: 3-5 days. Size of team: 4 -12
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

15. 3 Sigma
66 -800 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
6 -210 defects per million

16. Population
A statistical complete set of all items of interest. Denoted as N.
1. Throughput 2. Inventory 3. Operating expense
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Quantitative

17. What does Gemba mean?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Japanese term for "real place" or "go see". Most used to describe to walk the production line and see what is happening. Used in the Define step - essential to the Measure and Analyze steps. Critical in the Control step.
Describing a set of data with graphs and a few summary numbers.

18. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Go to the actual workplace. 2. Engage the people who actually do the work. 3. Observe the actual process. 4. Collect the actual data. 5. Understand the actual value stream.
1. Identify (what is the constraint). 2. Exploit (get the most out of the constraint with minimum investment) 3. Subordinate (focus non-constraints towards supporting the constraint) 4. Elevate (increase the constraint's capacity) 5. Repeat step 1.

19. Pareto Charts
80/20 rule - critical few vs. trivial many. Focuses efforts on the problems that offer the greatest potential for improvement by showing their relative frequency or size in a descending graph. These charts show frequency but not sequence.
A statistical complete set of all items of interest. Denoted as N.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
roduction Lead Time (total time to provide value non-value add time + value add time)_

20. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Discrete data where there are gaps between possible values.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

21. Mode
Multi-Generational Project Plan - good for DFSS projects - Build the process then improve it. Also good when the first step is building a measurement system
The most frequently occurring value.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Bias

22. What is a Measurement System Analysis (MSA)?
Average of the population or sample.
The most frequently occurring value.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

23. Variable data
Continuous data where there are no gaps between possible values.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
A statistical complete set of all items of interest. Denoted as N.
A statistical subset of elements from the population. Denoted as n.

24. How can you ensure that your process stays within control?
1. Accuracy. 2. Precision. 3. Stability.
Ongoing measurements - build mistake proofing - build a control plan
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
690 -000 defects per million

25. What is PCE?
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
roduction Lead Time (total time to provide value non-value add time + value add time)_
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Phase containment effectiveness (ability to catch errors in a phase)

26. Sample
A statistical subset of elements from the population. Denoted as n.
Anything that impedes throughput.
Phase containment effectiveness (ability to catch errors in a phase)
Time someone is "hands on" to a product or process.

27. What are the 5S of workplace organization?
Phase containment effectiveness (ability to catch errors in a phase)
Continuous incremental improvements.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
roduction Lead Time (total time to provide value non-value add time + value add time)_

28. What does TOC stand for?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Theory of Constraints.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Time

29. Name the 5 TOC focusing steps.

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30. Touch Time
690 -000 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A statistical complete set of all items of interest. Denoted as N.
Time someone is "hands on" to a product or process.

31. Population
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
A statistical complete set of all items of interest. Denoted as N.
The most frequently occurring value.
A project charter

32. 6 Sigma
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Ongoing measurements - build mistake proofing - build a control plan
3.4 defects per million
308 -000 defects per million

33. Name 3 prioritization tools
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Ask for ideas about how to accomplish a task.
Agreement on commitment and goals. - Clearly defined roles and accountabilities. - Good processes for getting work done. - Opportunity to learn from mistakes. - Commitment to the principles of equality.

34. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Ongoing measurements - build mistake proofing - build a control plan
Time to get through a process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

35. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
A statistical subset of elements from the population. Denoted as n.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

36. Business Value Add - Definition and Example(s)
Business Non-Value-Added (BNVA);Activities that are required by the business to execute VA work but add no real value from a customer standpoint
A statistical complete set of all items of interest. Denoted as N.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

37. What are TOC measures of progress?
66 -800 defects per million
Work in Process
1. Throughput 2. Inventory 3. Operating expense
Time someone is "hands on" to a product or process.

38. Sample
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Quantitative
A statistical subset of elements from the population. Denoted as n.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

39. What are the key elements of a good project charter?
Time
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Bias
1. Go to the actual workplace. 2. Engage the people who actually do the work. 3. Observe the actual process. 4. Collect the actual data. 5. Understand the actual value stream.

40. 1 Sigma
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
690 -000 defects per million
Phase containment effectiveness (ability to catch errors in a phase)
Takt time - rate at which customer buys/consumes service relative to available work hours. (The maximum time per unit allowed to produce a product in order to meet demand.) Example - if they conusme 5 in 10 hours then Takt time is 10 (time) / 5 (dema

41. Scatter diagrams
1. Throughput 2. Inventory 3. Operating expense
690 -000 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

42. A SIPOC is a good tool to use before doing what?
Breaks problems down into bite-sized pieces -- Displays many possible causes in a graphic manner - Shows how causes interact. - Follows brainstorming rules when generating ideas
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Amount of variation in a process around the mean value for that process
A project charter

43. What do teams need to be successful?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Discrete data where there are gaps between possible values.
Agreement on commitment and goals. - Clearly defined roles and accountabilities. - Good processes for getting work done. - Opportunity to learn from mistakes. - Commitment to the principles of equality.

44. What is a constraint?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
A comprehensive and flexible system for achieving - sustaining - and maximizing business success. Driven by a close understanding of customer needs - disciplined use of facts - data - and statistical analysis and diligent attention to managing - impr
Anything that impedes throughput.

45. Attribute Data
Value-Added (VA) - or Customer Value-Add (CVA); Any activity in a process that is essential to deliver the service or product to the customer
A good process map.
Discrete data where there are gaps between possible values.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

46. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Describing a set of data with graphs and a few summary numbers.

47. Good customer requirements are ____________ and ______________
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Prepare - Conduct/Facilitate - Action Items - Follow up
needs - requirements

48. What are the stages of team growth?
1. Value has been specified. 2. The value stream has been identified. 3. The product/service flows without interruptions. 4. The customer can pull/push value from the process. 5. Continuous pursuit of perfection.
Japanese concept for mistake proofing.
Takt time - rate at which customer buys/consumes service relative to available work hours. (The maximum time per unit allowed to produce a product in order to meet demand.) Example - if they conusme 5 in 10 hours then Takt time is 10 (time) / 5 (dema
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

49. Non Value Add - Definition and Example(s)

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50. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Top down Flow chart.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Breaks problems down into bite-sized pieces -- Displays many possible causes in a graphic manner - Shows how causes interact. - Follows brainstorming rules when generating ideas
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)