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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 stages of team growth?
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

2. Name the 8 sins of waste.
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
66 -800 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
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

3. What is used to determine the correct level of the process to value stream map - a vertical look at the 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
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Top down Flow chart.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

4. Variable data
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Bias
Continuous data where there are no gaps between possible values.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

5. What do SMART goals stand for?
Phase containment effectiveness (ability to catch errors in a phase)
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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
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

6. Sigma
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Amount of variation in a process around the mean value for that process
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

7. Name a few barriers to success.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Theory of Constraints.
RPN = Criticality Frequency Detection

8. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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
Japanese concept for mistake proofing.

9. Theory of constraints
Describing a set of data with graphs and a few summary numbers.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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.

10. Non Value Add - Definition and Example(s)
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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
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
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

11. Project information must be collected in what form?
Quantitative
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

12. What is the definition of a SIPOC?
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.
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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

13. Population
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Using descriptive statistics to make educated guesses about the future.
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.
A statistical complete set of all items of interest. Denoted as N.

14. 1 Sigma
Phase containment effectiveness (ability to catch errors in a phase)
Time to get through a process
690 -000 defects per million
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

15. 6 Sigma
The most frequently occurring value.
Amount of variation in a process around the mean value for that process
3.4 defects per million
308 -000 defects per million

16. What is PCE?
Qualitative
Phase containment effectiveness (ability to catch errors in a phase)
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Discrete data where there are gaps between possible values.

17. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
The most frequently occurring value.
RPN = Criticality Frequency Detection

18. Name 5 items in Facilitating
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
RPN = Criticality Frequency Detection
A statistical subset of elements from the population. 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

19. What is an MGPP and when is it useful?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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
Qualitative
Anything that impedes throughput.

20. Fishbone diagram (aka Ishikawa diagram)
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.
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
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Quantitative

21. What do teams need to be successful?
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.
Quantitative
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.

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

23. Population
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
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.
A statistical complete set of all items of interest. Denoted as N.

24. What is PLT?
Consensus
Describing a set of data with graphs and a few summary numbers.
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.

25. Six Sigma
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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
3.4 defects per million
Ongoing measurements - build mistake proofing - build a control plan

26. Name 3 prioritization tools
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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
Qualitative

27. What are the three CPI methodologies?
roduction Lead Time (total time to provide value non-value add time + value add time)_
Duration: 3-5 days. Size of team: 4 -12
308 -000 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

28. What are some of the Lean Principles?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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
A statistical complete set of all items of interest. Denoted as N.
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.

29. When would you use Lean vs. DMAIC vs. DFSS?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Continuous data where there are no gaps between possible values.
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.

30. What is WIP?
Work in Process
A statistical subset of elements from the population. Denoted as n.
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

31. 5 Sigma
230 defects per million
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.
Bias

32. Sample
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
The most frequently occurring value.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

33. How can you ensure that your process stays within control?
roduction Lead Time (total time to provide value non-value add time + value add time)_
Ongoing measurements - build mistake proofing - build a control plan
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

34. Sample
A statistical subset of elements from the population. Denoted as n.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Ongoing measurements - build mistake proofing - build a control plan
1. Accuracy. 2. Precision. 3. Stability.

35. Within the 8 wastes - __________ is a significant factor
A statistical complete set of all items of interest. Denoted as N.
Time
needs - requirements
Describing a set of data with graphs and a few summary numbers.

36. Does not have to be the "best" solution but one all can "live" with.
Consensus
1. Accuracy. 2. Precision. 3. Stability.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Throughput 2. Inventory 3. Operating expense

37. What does TOC stand for?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Theory of Constraints.
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.
Time someone is "hands on" to a product or process.

38. What is one of the biggest pitfalls in sampling collection?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Describing a set of data with graphs and a few summary numbers.
Bias
Top down Flow chart.

39. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Ongoing measurements - build mistake proofing - build a control plan
Work in Process
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

40. What does Gemba mean?
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.
needs - requirements
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
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

41. What are the key elements of a good project charter?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
The middle of the population.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

42. A SIPOC is a good tool to use before doing what?
A project charter
Top down Flow chart.
Time to get through a process
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

43. What does Kaizen mean?
Time to get through a process
The middle of the population.
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.

44. What are the 7 Wastes? Provide an example of 2 of the wastes
needs - requirements
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. Accuracy. 2. Precision. 3. Stability.

45. What does Little's Law say?
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Value Added. 2. Non-Value Added. 3. Business Value.
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.
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

46. Poke Yoke
RPN = Criticality Frequency Detection
66 -800 defects per million
Japanese concept for mistake proofing.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

47. Value-Add - Definition and Example(s)
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
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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

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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Prepare - Conduct/Facilitate - Action Items - Follow up
Japanese concept for mistake proofing.

49. Median
needs - requirements
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
The middle of the population.
3.4 defects per million

50. Formula for Risk Priority Modes
308 -000 defects per million
Work in Process
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.
RPN = Criticality Frequency Detection

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