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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. Sample
Anything that impedes throughput.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
A statistical subset of elements from the population. Denoted as n.
Time

2. Scatter diagrams
Quantitative
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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.

3. Descriptive Statistics
1. Accuracy. 2. Precision. 3. Stability.
A statistical subset of elements from the population. Denoted as n.
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
Describing a set of data with graphs and a few summary numbers.

4. What does Little's Law say?
Consensus
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
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

5. 2 Sigma
308 -000 defects per million
A good process map.
Continuous incremental improvements.
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

6. Population
A statistical complete set of all items of interest. Denoted as N.
Anything that impedes throughput.
Consensus
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

7. Within the 8 wastes - __________ is a significant factor
Time
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Qualitative
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

8. Facilitation
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
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Top down Flow chart.

9. Describe the concept of takt time and how would you calculate it?
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 statistical subset of elements from the population. Denoted as n.
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
Time someone is "hands on" to a product or process.

10. What are the 5 CTXs
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
RPN = Criticality Frequency Detection
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.

11. Attribute Data
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Discrete data where there are gaps between possible values.
A statistical subset of elements from the population. Denoted as n.
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

12. Does not have to be the "best" solution but one all can "live" with.
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Consensus
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

13. What is WIP?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Work in Process
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
needs - requirements

14. What steps should you follow to run effective meetings?
A statistical complete set of all items of interest. Denoted as N.
Ask for ideas about how to accomplish a task.
A statistical subset of elements from the population. Denoted as n.
Prepare - Conduct/Facilitate - Action Items - Follow up

15. Theory of constraints
1. Accuracy. 2. Precision. 3. Stability.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Throughput 2. Inventory 3. Operating expense
Average of the population or sample.

16. 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.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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.

17. What are the 5S of workplace organization?
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

18. Median
A statistical complete set of all items of interest. Denoted as N.
230 defects per million
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
The middle of the population.

19. What should I look for in Bottom up identification?
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.)
Continuous data where there are no gaps between possible values.
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.

20. 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.
Using descriptive statistics to make educated guesses about the future.
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
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.

21. What is a Measurement System Analysis (MSA)?
Continuous data where there are no gaps between possible values.
Top down Flow chart.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

22. Good customer requirements are ____________ and ______________
needs - requirements
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)_
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

23. 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.
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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

24. Poke Yoke
690 -000 defects per million
Japanese concept for mistake proofing.
Discrete data where there are gaps between possible values.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

25. What are the 8 forms of waste (muda)?
Average of the population or sample.
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
Quantitative

26. What are the duration and the size of a typical team in a Kaizen/RIE?
Average of the population or sample.
Duration: 3-5 days. Size of team: 4 -12
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

27. Formula for Risk Priority Modes
Time someone is "hands on" to a product or process.
RPN = Criticality Frequency Detection
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

28. Cycle Time
Time to get through a process
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
690 -000 defects per million
Anything that impedes throughput.

29. Fishbone diagram (aka Ishikawa diagram)
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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
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.

30. 6 Sigma
3.4 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Throughput 2. Inventory 3. Operating expense

31. 4 Sigma
Theory of Constraints.
Consensus
6 -210 defects per million
Qualitative

32. Name a few barriers to success.
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.
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

33. 7 Quality Tools
Duration: 3-5 days. Size of team: 4 -12
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Time

34. Inferential Statistics
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Amount of variation in a process around the mean value for that process
Using descriptive statistics to make educated guesses about the future.
Anything that impedes throughput.

35. Variable data
Prepare - Conduct/Facilitate - Action Items - Follow up
roduction Lead Time (total time to provide value non-value add time + value add time)_
Continuous data where there are no gaps between possible values.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

36. What is critical to performing value analysis?
A good process map.
Prepare - Conduct/Facilitate - Action Items - Follow up
A statistical subset of elements from the population. Denoted as n.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

37. What is PCE?
A statistical subset of elements from the population. Denoted as n.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Phase containment effectiveness (ability to catch errors in a phase)
roduction Lead Time (total time to provide value non-value add time + value add time)_

38. What are the stages of team growth?
Average of the population or sample.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Top down Flow chart.
Work in Process

39. What does Gemba mean?
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.
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 good process map.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

40. Six Sigma Key Roles
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
needs - requirements
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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

41. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Average of the population or sample.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

42. What does Kaizen mean?
needs - requirements
A statistical subset of elements from the population. Denoted as n.
Top down Flow chart.
Continuous incremental improvements.

43. Name 3 prioritization tools
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
A statistical complete set of all items of interest. Denoted as N.

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

45. How can you ensure that your process stays within control?
230 defects per million
Ongoing measurements - build mistake proofing - build a control plan
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
The middle of the population.

46. 3 Sigma
66 -800 defects per million
Theory of Constraints.
A statistical subset of elements from the population. Denoted as n.
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

47. 5 Sigma
3.4 defects per million
230 defects per million
Top down Flow chart.
Man - Method - Machine - Material - Measurement - Mother Nature

48. Population
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
Work in Process
A statistical complete set of all items of interest. Denoted as N.
Duration: 3-5 days. Size of team: 4 -12

49. What are the key elements of a good project charter?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Work in Process

50. Touch Time
Time someone is "hands on" to a product or process.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
A statistical complete set of all items of interest. Denoted as N.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound