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Green Belt Six Sigma

Subjects : certifications, six-sigma

Instructions:

Answer 50 questions in 15 minutes.
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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. Formula for Risk Priority Modes
308 -000 defects per million
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
RPN = Criticality Frequency Detection
Duration: 3-5 days. Size of team: 4 -12

2. Sigma
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Value Added. 2. Non-Value Added. 3. Business Value.
Amount of variation in a process around the mean value for that process
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

3. What are TOC measures of progress?
Consensus
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Time someone is "hands on" to a product or process.
1. Throughput 2. Inventory 3. Operating expense

4. What is a Measurement System Analysis (MSA)?
Non-Value-Added (NVA) - or waste;Activities that add no value from the customer's perspective and are not required for financial - legal - or other business reasons
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
6 -210 defects per million

5. What are some of the Lean Principles?
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.
690 -000 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
roduction Lead Time (total time to provide value non-value add time + value add time)_

6. How can you ensure that your process stays within control?
Time to get through a process
Ongoing measurements - build mistake proofing - build a control plan
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Non-Value-Added (NVA) - or waste;Activities that add no value from the customer's perspective and are not required for financial - legal - or other business reasons

7. What are the 5 actuals?
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.
Describing a set of data with graphs and a few summary numbers.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Time

8. What is WIP?
Work in Process
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Ongoing measurements - build mistake proofing - build a control plan
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

9. Touch Time
A statistical complete set of all items of interest. Denoted as N.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
RPN = Criticality Frequency Detection
Time someone is "hands on" to a product or process.

10. Fishbone diagram (aka Ishikawa diagram)
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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
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
Anything that impedes throughput.

11. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Work in Process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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

12. 7 Quality Tools
The most frequently occurring value.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Bias

13. Sample
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
The long-term average number of customers in a stable system L is equal to the long-term average arrival rate - λ - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = λW.
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
A statistical subset of elements from the population. Denoted as n.

14. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Top down Flow chart.
690 -000 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

15. Theory of constraints
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Non-Value-Added (NVA) - or waste;Activities that add no value from the customer's perspective and are not required for financial - legal - or other business reasons
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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

16. What are the duration and the size of a typical team in a Kaizen/RIE?
Time
Describing a set of data with graphs and a few summary numbers.
Work in Process
Duration: 3-5 days. Size of team: 4 -12

17. Poke Yoke
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A good process map.
Qualitative
Japanese concept for mistake proofing.

18. Name the 8 sins of waste.
Phase containment effectiveness (ability to catch errors in a phase)
Qualitative
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

19. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
690 -000 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
66 -800 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

20. Name the 3 desired measurement properties.
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Accuracy. 2. Precision. 3. Stability.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
690 -000 defects per million

21. Value-Add - Definition and Example(s)
RPN = Criticality Frequency Detection
Average of the population or sample.
Time someone is "hands on" to a product or process.
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

22. What is a Kaizen event?
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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
Non-Value-Added (NVA) - or waste;Activities that add no value from the customer's perspective and are not required for financial - legal - or other business reasons
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

23. What can be the suggested causes on a fishbone diagram?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
The long-term average number of customers in a stable system L is equal to the long-term average arrival rate - λ - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = λW.
Man - Method - Machine - Material - Measurement - Mother Nature

24. Business Value Add - Definition and Example(s)
Japanese concept for mistake proofing.
RPN = Criticality Frequency Detection
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

25. Good customer requirements are ____________ and ______________
A statistical subset of elements from the population. Denoted as n.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
needs - requirements
Ask for ideas about how to accomplish a task.

26. What are the 8 forms of waste (muda)?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Duration: 3-5 days. Size of team: 4 -12
Work in Process

27. Mean
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Average of the population or sample.
Using descriptive statistics to make educated guesses about the future.
Describing a set of data with graphs and a few summary numbers.

28. Inferential Statistics
A statistical complete set of all items of interest. Denoted as N.
Time
Using descriptive statistics to make educated guesses about the future.
Quantitative

29. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A project charter
Qualitative
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

30. Name the 5 TOC focusing steps.

31. What is the definition of a SIPOC?
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
The middle of the population.
Ask for ideas about how to accomplish a task.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

32. Mode
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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
The most frequently occurring value.
A good process map.

33. What steps should you follow to run effective meetings?
690 -000 defects per million
Prepare - Conduct/Facilitate - Action Items - Follow up
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Non-Value-Added (NVA) - or waste;Activities that add no value from the customer's perspective and are not required for financial - legal - or other business reasons

34. When would you use Lean vs. DMAIC vs. DFSS?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A statistical subset of elements from the population. Denoted as n.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Time

35. What does Kaizen mean?
Time
Continuous incremental improvements.
Discrete data where there are gaps between possible values.
A statistical complete set of all items of interest. Denoted as N.

36. What are the stages of team growth?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Theory of Constraints.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

37. What do teams need to be successful?
1. Ensuring optimum use of resources. 2. Getting the team to make decisions. 3. Clarifying roles and responsibilities; getting the team to assign tasks. 4. Influencing - negotiating - mediating and teaching 5. Ensuring good team structure and process
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A good process map.

38. What is a constraint?
Man - Method - Machine - Material - Measurement - Mother Nature
Anything that impedes throughput.
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.
Continuous data where there are no gaps between possible values.

39. 3 Sigma
1. Value Added. 2. Non-Value Added. 3. Business Value.
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
66 -800 defects per million
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

40. What are the three CPI methodologies?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
The most frequently occurring value.
Ongoing measurements - build mistake proofing - build a control plan
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

41. 6 Sigma
3.4 defects per million
Quantitative
Amount of variation in a process around the mean value for that process
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.

42. What is an MGPP and when is it useful?
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.
A project charter
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
Using descriptive statistics to make educated guesses about the future.

43. Does not have to be the "best" solution but one all can "live" with.
Consensus
A statistical complete set of all items of interest. Denoted as N.
Average of the population or sample.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

44. What are the 5 CTXs
Using descriptive statistics to make educated guesses about the future.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Discrete data where there are gaps between possible values.
Ask for ideas about how to accomplish a task.

45. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
A statistical complete set of all items of interest. Denoted as N.
Continuous data where there are no gaps between possible values.
Man - Method - Machine - Material - Measurement - Mother Nature

46. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
6 -210 defects per million
The most frequently occurring value.
Work in Process

47. 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.
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
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

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

49. What are the 7 Wastes? Provide an example of 2 of the wastes
A good process map.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

50. Within the 8 wastes - __________ is a significant factor
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Time
3.4 defects per million

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