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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. Project information must be collected in what form?
Quantitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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.

2. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
Anything that impedes throughput.
3.4 defects per million
A statistical subset of elements from the population. Denoted as n.

3. Within the 8 wastes - __________ is a significant factor
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Time

4. Describe the concept of takt time and how would you calculate it?
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
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.
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.

5. What is an MGPP and when is it useful?
A statistical complete set of all items of interest. Denoted as N.
Phase containment effectiveness (ability to catch errors in a phase)
Work in Process
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

6. What are the three CPI methodologies?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
A project charter
A statistical subset of elements from the population. Denoted as n.
Japanese concept for mistake proofing.

7. What are the 5 CTXs
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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
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

8. What does Gemba mean?
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
Time someone is "hands on" to a product or process.
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.
Using descriptive statistics to make educated guesses about the future.

9. Descriptive Statistics
A project charter
Describing a set of data with graphs and a few summary numbers.
Continuous incremental improvements.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

10. Non Value Add - Definition and Example(s)
The long-term average number of customers in a stable system L is equal to the long-term average arrival rate - ? - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = ?W.
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 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

11. What is a Measurement System Analysis (MSA)?
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Time

12. 2 Sigma
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
308 -000 defects per million
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.
66 -800 defects per million

13. What is WIP?
Work in Process
Continuous data where there are no gaps between possible values.
Top down Flow chart.
308 -000 defects per million

14. How can you ensure that your process stays within control?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Prepare - Conduct/Facilitate - Action Items - Follow up
Ongoing measurements - build mistake proofing - build a control plan

15. What are the 5 actuals?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new 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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Continuous incremental improvements.

16. What are some of the Lean Principles?
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. 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.
Time someone is "hands on" to a product or process.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

17. Business Value Add - Definition and Example(s)
RPN = Criticality Frequency Detection
3.4 defects per million
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

18. Name 3 prioritization tools
Time to get through a process
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.
Bias
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

19. What are the 5S of workplace organization?
Work in Process
Amount of variation in a process around the mean value for that process
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
690 -000 defects per million

20. Pareto Charts
Continuous incremental improvements.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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.
Continuous data where there are no gaps between possible values.

21. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
1. Value Added. 2. Non-Value Added. 3. Business 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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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.

22. A SIPOC is a good tool to use before doing what?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A project charter
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

23. Name the 5 TOC focusing steps.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Bias
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.
Top down Flow chart.

24. What are the duration and the size of a typical team in a Kaizen/RIE?
Time to get through a process
Duration: 3-5 days. Size of team: 4 -12
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.

25. 7 Quality Tools
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.
3.4 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Anything that impedes throughput.

26. Scatter diagrams
Quantitative
Work in Process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

27. 5 Sigma
230 defects per million
Continuous data where there are no gaps between possible values.
A statistical subset of elements from the population. Denoted as n.
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

28. What are the 3 forms of value (customer perspective)?
3.4 defects per million
The most frequently occurring value.
1. Value Added. 2. Non-Value Added. 3. Business Value.
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

29. Does not have to be the "best" solution but one all can "live" with.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Consensus
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
A project charter

30. Good customer requirements are ____________ and ______________
Average of the population or sample.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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.
needs - requirements

31. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Time to get through a process

32. Inferential Statistics
Quantitative
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
Theory of Constraints.
Using descriptive statistics to make educated guesses about the future.

33. 3 Sigma
66 -800 defects per million
Amount of variation in a process around the mean value for that process
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
3.4 defects per million

34. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
3.4 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Theory of Constraints.

35. What are the 8 forms of waste (muda)?
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.
A project charter
Ongoing measurements - build mistake proofing - build a control plan
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

36. 1 Sigma
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
690 -000 defects per million
A good process map.
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.

37. Touch Time
Time someone is "hands on" to a product or process.
The long-term average number of customers in a stable system L is equal to the long-term average arrival rate - ? - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = ?W.
6 -210 defects per million
Ongoing measurements - build mistake proofing - build a control plan

38. Sample
A statistical subset of elements from the population. Denoted as n.
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.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

39. Six Sigma Key Roles
Time to get through a process
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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.

40. Value-Add - Definition and Example(s)
Man - Method - Machine - Material - Measurement - Mother Nature
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 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

41. Median
The middle of the population.
A statistical subset of elements from the population. Denoted as n.
Top down Flow chart.
308 -000 defects per million

42. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
Anything that impedes throughput.
3.4 defects per million
Consensus

43. What is critical to performing value analysis?
Japanese concept for mistake proofing.
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.
Theory of Constraints.
A good process map.

44. 4 Sigma
6 -210 defects per million
1. Throughput 2. Inventory 3. Operating expense
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
The long-term average number of customers in a stable system L is equal to the long-term average arrival rate - ? - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = ?W.

45. What does Kaizen mean?
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 complete set of all items of interest. Denoted as N.
A good process map.
Continuous incremental improvements.

46. Variable data
690 -000 defects per million
Qualitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Continuous data where there are no gaps between possible values.

47. Population
Describing a set of data with graphs and a few summary numbers.
A statistical complete set of all items of interest. Denoted as N.
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_

48. 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
Average of the population or sample.
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
Consensus

49. Mean
308 -000 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
66 -800 defects per million
Average of the population or sample.

50. What are the 7 Wastes? Provide an example of 2 of the wastes
A statistical complete set of all items of interest. Denoted as N.
Average of the population or sample.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

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