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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. Name the 3 desired measurement properties.
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time
1. Accuracy. 2. Precision. 3. Stability.

2. Inferential Statistics
1. Accuracy. 2. Precision. 3. Stability.
Using descriptive statistics to make educated guesses about the future.
Continuous incremental improvements.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

3. Fishbone diagram (aka Ishikawa diagram)
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
Ask for ideas about how to accomplish a task.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
690 -000 defects per million

4. Sample
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
1. Throughput 2. Inventory 3. Operating expense
A statistical subset of elements from the population. Denoted as n.

5. What is a Kaizen event?
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
Describing a set of data with graphs and a few summary numbers.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.

6. 2 Sigma
308 -000 defects per million
The most frequently occurring value.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time

7. What should I look for in Bottom up identification?
Phase containment effectiveness (ability to catch errors in a phase)
Look for "low hanging fruit" - Constraints - Poor quality - Confusion - Redundancy - High Rework / redo rate - Identify processes that can be done better - Identify your internal/external customers.
Top down Flow chart.
230 defects per million

8. What does Kaizen mean?
A statistical complete set of all items of interest. Denoted as N.
Continuous incremental improvements.
1. Accuracy. 2. Precision. 3. Stability.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

9. What are the 8 forms of waste (muda)?
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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

10. What are the duration and the size of a typical team in a Kaizen/RIE?
Continuous data where there are no gaps between possible values.
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
Duration: 3-5 days. Size of team: 4 -12
Continuous incremental improvements.

11. What do SMART goals stand for?
Amount of variation in a process around the mean value for that process
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Describing a set of data with graphs and a few summary numbers.

12. What are the 7 Wastes? Provide an example of 2 of the wastes
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Average of the population or sample.
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

13. What are the 5 CTXs
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Bias
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
A project charter

14. What is one of the biggest pitfalls in sampling collection?
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.
Anything that impedes throughput.
Bias
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

15. What is PLT?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Quantitative

16. 1 Sigma
690 -000 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

17. 5 Sigma
3.4 defects per million
230 defects per million
Using descriptive statistics to make educated guesses about the future.
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

18. A SIPOC is a good tool to use before doing what?
Anything that impedes throughput.
Ask for ideas about how to accomplish a task.
A project charter
Quantitative

19. What is the definition of a SIPOC?
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.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

20. What are some of the Lean Principles?
Japanese concept for mistake proofing.
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.
A statistical complete set of all items of interest. Denoted as N.
Man - Method - Machine - Material - Measurement - Mother Nature

21. Sigma
Using descriptive statistics to make educated guesses about the future.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Amount of variation in a process around the mean value for that process
Phase containment effectiveness (ability to catch errors in a phase)

22. Poke Yoke
3.4 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Japanese concept for mistake proofing.
The middle of the population.

23. Within the 8 wastes - __________ is a significant factor
Time
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
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

24. Median
The middle of the population.
Qualitative
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.

25. What do teams need to be successful?
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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Prepare - Conduct/Facilitate - Action Items - Follow up
3.4 defects per million

26. Describe the concept of takt time and how would you calculate it?
A statistical complete set of all items of interest. Denoted as N.
230 defects per million
The most frequently occurring value.
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

27. Name a few barriers to success.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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

28. What is critical to performing value analysis?
Work in Process
Average of the population or sample.
Continuous data where there are no gaps between possible values.
A good process map.

29. Mode
Japanese concept for mistake proofing.
Continuous incremental improvements.
The most frequently occurring value.
308 -000 defects per million

30. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
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
Top down Flow chart.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A statistical subset of elements from the population. Denoted as n.

31. Name the 5 TOC focusing steps.

32. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
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. 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.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

33. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
3.4 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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
Look for "low hanging fruit" - Constraints - Poor quality - Confusion - Redundancy - High Rework / redo rate - Identify processes that can be done better - Identify your internal/external customers.

34. What is a constraint?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Anything that impedes throughput.
230 defects per million

35. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
A statistical complete set of all items of interest. Denoted as N.
Using descriptive statistics to make educated guesses about the future.
1. Value Added. 2. Non-Value Added. 3. Business Value.

36. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Value Added. 2. Non-Value Added. 3. Business Value.
The middle of the population.
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

37. Business Value Add - Definition and Example(s)
Quantitative
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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
Look for "low hanging fruit" - Constraints - Poor quality - Confusion - Redundancy - High Rework / redo rate - Identify processes that can be done better - Identify your internal/external customers.

38. Name 5 items in Managing
Continuous data where there are no gaps between possible values.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
needs - requirements

39. What are the stages of team growth?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

40. What are the key elements of a good project charter?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Qualitative
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
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

41. What is a Measurement System Analysis (MSA)?
Phase containment effectiveness (ability to catch errors in a phase)
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.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
6 -210 defects per million

42. Descriptive Statistics
Describing a set of data with graphs and a few summary numbers.
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

43. Pareto Charts
Phase containment effectiveness (ability to catch errors in a phase)
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
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.
Discrete data where there are gaps between possible values.

44. Facilitation
Ask for ideas about how to accomplish a task.
Time
A project charter
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.

45. What are the 5 actuals?
Using descriptive statistics to make educated guesses about the future.
Qualitative
A statistical subset of elements from the population. Denoted as n.
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.

46. Cycle Time
Qualitative
Bias
Time to get through a process
Japanese concept for mistake proofing.

47. Theory of constraints
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A statistical complete set of all items of interest. Denoted as N.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

48. How can you ensure that your process stays within control?
690 -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
Ongoing measurements - build mistake proofing - build a control plan
308 -000 defects per million

49. Name 3 prioritization tools
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A statistical subset of elements from the population. Denoted as n.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

50. Attribute Data
Average of the population or sample.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Man - Method - Machine - Material - Measurement - Mother Nature
Discrete data where there are gaps between possible values.