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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. What are the 3 forms of value (customer perspective)?
308 -000 defects per million
A project charter
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

2. What is one of the biggest pitfalls in sampling collection?
Bias
RPN = Criticality Frequency Detection
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.

3. Sample
Time
A statistical subset of elements from the population. Denoted as n.
Qualitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

4. Name the 5 TOC focusing steps.

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5. Population
Top down Flow chart.
The most frequently occurring value.
Qualitative
A statistical complete set of all items of interest. Denoted as N.

6. What does DMAIC stand for?
A statistical complete set of all items of interest. Denoted as N.
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

7. Six Sigma Key Roles
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Theory of Constraints.

8. Variable data
Continuous data where there are no gaps between possible values.
Work in Process
Using descriptive statistics to make educated guesses about the future.
Top down Flow chart.

9. 2 Sigma
1. Value Added. 2. Non-Value Added. 3. Business Value.
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
308 -000 defects per million

10. Descriptive Statistics
A statistical subset of elements from the population. Denoted as n.
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
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
Describing a set of data with graphs and a few summary numbers.

11. What are the 8 forms of waste (muda)?
Time
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

12. What are the 5 actuals?
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. 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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
308 -000 defects per million

13. Name 5 items in Managing
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
66 -800 defects per million
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

14. What does TOC stand for?
Theory of Constraints.
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
3.4 defects per million
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

15. What steps should you follow to run effective meetings?
A good process map.
Consensus
Prepare - Conduct/Facilitate - Action Items - Follow up
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.

16. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
Man - Method - Machine - Material - Measurement - Mother Nature
Time to get through a process
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Discrete data where there are gaps between possible values.

17. 5 Sigma
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
needs - requirements
230 defects per million
Anything that impedes throughput.

18. Pareto Charts
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
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.
Work in Process
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

19. What do teams need to be successful?
Time
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.
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.
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.

20. Fishbone diagram (aka Ishikawa diagram)
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
690 -000 defects per million

21. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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 statistical subset of elements from the population. Denoted as n.

22. What are the key elements of a good project charter?
6 -210 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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.
1. Throughput 2. Inventory 3. Operating expense

23. What is an MGPP and when is it useful?
Ask for ideas about how to accomplish a task.
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
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.

24. 3 Sigma
A good process map.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
66 -800 defects per million

25. What is a constraint?
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Anything that impedes throughput.
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

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

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27. Name the 8 sins of waste.
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.
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.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

28. Name the 5 TOC focusing steps.

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29. Mode
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.
The most frequently occurring value.
RPN = Criticality Frequency Detection

30. Cycle Time
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.
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Time to get through a process

31. What are the steps in a communication plan development?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Japanese concept for mistake proofing.
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

32. Attribute Data
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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A statistical complete set of all items of interest. Denoted as N.

33. What does Kaizen mean?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Duration: 3-5 days. Size of team: 4 -12
Continuous incremental improvements.
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.

34. What is a Measurement System Analysis (MSA)?
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
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 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

35. A SIPOC is a good tool to use before doing what?
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.
Amount of variation in a process around the mean value for that process
A project charter
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

36. What is PLT?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
roduction Lead Time (total time to provide value non-value add time + value add time)_
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

37. 1 Sigma
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.
230 defects per million
690 -000 defects per million
Phase containment effectiveness (ability to catch errors in a phase)

38. Name a few barriers to success.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
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

39. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
6 -210 defects per million
Describing a set of data with graphs and a few summary numbers.
Time

40. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
needs - requirements

41. 7 Quality Tools
Work in 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.
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

42. Within the 8 wastes - __________ is a significant factor
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Top down Flow chart.
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
Time

43. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Value Added. 2. Non-Value Added. 3. Business Value.

44. 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
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Ongoing measurements - build mistake proofing - build a control plan

45. What are some of the Lean Principles?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

46. What are the stages of team growth?
Qualitative
66 -800 defects per million
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

47. 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.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
690 -000 defects per million
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

48. What does Gemba mean?
Phase containment effectiveness (ability to catch errors in a phase)
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 statistical complete set of all items of interest. Denoted as N.
Quantitative

49. Business Value Add - Definition and Example(s)
Work in Process
Phase containment effectiveness (ability to catch errors in a phase)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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

50. Theory of constraints
690 -000 defects per million
Anything that impedes throughput.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Consensus