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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. Facilitation
Using descriptive statistics to make educated guesses about the future.
Ask for ideas about how to accomplish a task.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Top down Flow chart.

2. What should I look for in Bottom up identification?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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.
A statistical subset of elements from the population. Denoted as n.

3. 3 Sigma
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
66 -800 defects per million
Time
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

4. 6 Sigma
3.4 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

5. A SIPOC is a good tool to use before doing what?
A project charter
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Work in Process
Prepare - Conduct/Facilitate - Action Items - Follow up

6. Inferential Statistics
Continuous data where there are no gaps between possible values.
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.
Using descriptive statistics to make educated guesses about the future.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

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

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8. Mean
1. Accuracy. 2. Precision. 3. Stability.
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.
Anything that impedes throughput.

9. What does Kaizen mean?
Continuous incremental improvements.
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
Qualitative
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

10. What are the three CPI methodologies?
1. Throughput 2. Inventory 3. Operating expense
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Japanese concept for mistake proofing.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

11. What steps should you follow to run effective meetings?
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. Throughput 2. Inventory 3. Operating expense
Prepare - Conduct/Facilitate - Action Items - Follow up
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

12. Sigma
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
roduction Lead Time (total time to provide value non-value add time + value add time)_
A statistical subset of elements from the population. Denoted as n.
Amount of variation in a process around the mean value for that process

13. 5 Sigma
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.
230 defects per million
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.
Average of the population or sample.

14. What does Little's Law say?
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.
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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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

15. Theory of constraints
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Man - Method - Machine - Material - Measurement - Mother Nature
roduction Lead Time (total time to provide value non-value add time + value add time)_

16. What are the stages of team growth?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Accuracy. 2. Precision. 3. Stability.
Bias
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

17. Variable data
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
A statistical subset of elements from the population. Denoted as n.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Continuous data where there are no gaps between possible values.

18. Mode
The most frequently occurring value.
Prepare - Conduct/Facilitate - Action Items - Follow up
Using descriptive statistics to make educated guesses about the future.
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. Attribute Data
Continuous data where there are no gaps between possible values.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Discrete data where there are gaps between possible values.
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

20. What is one of the biggest pitfalls in sampling collection?
The most frequently occurring value.
Continuous data where there are no gaps between possible values.
3.4 defects per million
Bias

21. Name a few barriers to success.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
230 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

22. Project information must be collected in what form?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Quantitative
Using descriptive statistics to make educated guesses about the future.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

23. Scatter diagrams
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Continuous incremental improvements.
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

24. What does TOC stand for?
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.
Theory of Constraints.
A statistical complete set of all items of interest. Denoted as N.
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

25. Within the 8 wastes - __________ is a significant factor
roduction Lead Time (total time to provide value non-value add time + value add time)_
Anything that impedes throughput.
Time
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

26. When would you use Lean vs. DMAIC vs. DFSS?
Top down Flow chart.
Work in Process
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

27. Value-Add - Definition and Example(s)
Ask for ideas about how to accomplish a task.
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
Phase containment effectiveness (ability to catch errors in a phase)
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

28. What is critical to performing value analysis?
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
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
A good process map.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

29. Fishbone diagram (aka Ishikawa diagram)
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.
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
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

30. 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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Theory of Constraints.
needs - requirements

31. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Quantitative
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

32. Name the 5 TOC focusing steps.

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33. What are the 3 forms of value (customer perspective)?
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.
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.
Describing a set of data with graphs and a few summary numbers.
1. Value Added. 2. Non-Value Added. 3. Business Value.

34. Name the 8 sins of waste.
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
3.4 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

35. Name 3 prioritization tools
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Anything that impedes throughput.
Japanese concept for mistake proofing.

36. What are the steps in a communication plan development?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Average of the population or sample.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

37. What is WIP?
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.
Work in Process
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Ask for ideas about how to accomplish a task.

38. What are the duration and the size of a typical team in a Kaizen/RIE?
690 -000 defects per million
Duration: 3-5 days. Size of team: 4 -12
Amount of variation in a process around the mean value for that process
needs - requirements

39. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
Theory of Constraints.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Using descriptive statistics to make educated guesses about the future.

40. Cycle Time
Time
A good process map.
Time to get through a process
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.

41. Much of the information we receive comes in qualitative or quantitative form?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Qualitative
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_

42. What is a Measurement System Analysis (MSA)?
Prepare - Conduct/Facilitate - Action Items - Follow up
Theory of Constraints.
Quantitative
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

43. What are the key elements of a good project charter?
Top down Flow chart.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

44. What are some of the Lean Principles?
Qualitative
Man - Method - Machine - Material - Measurement - Mother Nature
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.
The middle of the population.

45. What is the definition of a SIPOC?
Top down Flow chart.
230 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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

46. What are TOC measures of progress?
RPN = Criticality Frequency Detection
1. Throughput 2. Inventory 3. Operating expense
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.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

47. What can be the suggested causes on a fishbone diagram?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time someone is "hands on" to a product or process.
Continuous data where there are no gaps between possible values.
Man - Method - Machine - Material - Measurement - Mother Nature

48. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.
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

49. Name 5 items in Managing
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.
1. Accuracy. 2. Precision. 3. Stability.
66 -800 defects per million

50. What do teams need to be successful?
Average of the population or sample.
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.
Phase containment effectiveness (ability to catch errors in a phase)
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.