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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. 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.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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 subset of elements from the population. Denoted as n.

2. What are the stages of team growth?
Time to get through a process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Accuracy. 2. Precision. 3. Stability.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

3. Name the 8 sins of waste.
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
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

4. What does TOC stand for?
A good process map.
Theory of Constraints.
Using descriptive statistics to make educated guesses about the future.
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.

5. Name 5 items in Managing
Phase containment effectiveness (ability to catch errors in a phase)
A statistical subset of elements from the population. Denoted as n.
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

6. Name the 3 desired measurement properties.
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.
1. Throughput 2. Inventory 3. Operating expense
1. Accuracy. 2. Precision. 3. Stability.

7. Name 3 prioritization tools
A statistical subset of elements from the population. Denoted as n.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

8. Variable data
Continuous data where there are no gaps between possible values.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Consensus
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

9. Population
Ongoing measurements - build mistake proofing - build a control plan
A statistical complete set of all items of interest. 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
roduction Lead Time (total time to provide value non-value add time + value add time)_

10. What is a Measurement System Analysis (MSA)?
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Work in Process
Time someone is "hands on" to a product or process.

11. What does Kaizen 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.
Quantitative
Ongoing measurements - build mistake proofing - build a control plan
Continuous incremental improvements.

12. What is PLT?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Ongoing measurements - build mistake proofing - build a control plan
roduction Lead Time (total time to provide value non-value add time + value add time)_
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

13. What does Little's Law say?
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.
Average of the population or sample.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

14. What does DMAIC stand for?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

15. What is the definition of a SIPOC?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Discrete data where there are gaps between possible values.
Continuous data where there are no gaps between possible values.

16. What is a constraint?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Anything that impedes throughput.

17. What can be the suggested causes on a fishbone diagram?
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.
Man - Method - Machine - Material - Measurement - Mother Nature
690 -000 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.

18. What is WIP?
Work in Process
RPN = Criticality Frequency Detection
needs - requirements
A good process map.

19. What is critical to performing value analysis?
The most frequently occurring value.
A good process map.
Theory of Constraints.
Anything that impedes throughput.

20. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
A statistical complete set of all items of interest. Denoted as N.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

21. Attribute Data
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 Added. 2. Non-Value Added. 3. Business Value.
Japanese concept for mistake proofing.
Discrete data where there are gaps between possible values.

22. What are the three CPI methodologies?
Continuous data where there are no gaps between possible values.
Amount of variation in a process around the mean value for that process
A statistical subset of elements from the population. Denoted as n.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

23. 3 Sigma
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
66 -800 defects per million
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Time someone is "hands on" to a product or process.

24. Name 5 items in Facilitating
A good process map.
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
Theory of Constraints.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

25. What do teams need to be successful?
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.
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
Using descriptive statistics to make educated guesses about the future.

26. Does not have to be the "best" solution but one all can "live" with.
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. 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.
Consensus
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.

27. 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
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 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.

28. Theory of constraints
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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.
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

29. What are the 8 forms of waste (muda)?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
A good process map.
Time to get through a process

30. A SIPOC is a good tool to use before doing what?
66 -800 defects per million
A project charter
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

31. Facilitation
Ask for ideas about how to accomplish a task.
6 -210 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. Define 2. Measure 3. Analyze 4. Improve 5. Control

32. 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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Time
Theory of Constraints.

33. Formula for Risk Priority Modes
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Man - Method - Machine - Material - Measurement - Mother Nature
RPN = Criticality Frequency Detection
Anything that impedes throughput.

34. 6 Sigma
3.4 defects per million
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
Work in Process
6 -210 defects per million

35. Touch Time
Bias
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Time someone is "hands on" to a product or process.

36. Sigma
Amount of variation in a process around the mean value for that process
Phase containment effectiveness (ability to catch errors in a phase)
Time someone is "hands on" to a product or process.
1. Value Added. 2. Non-Value Added. 3. Business Value.

37. How can you ensure that your process stays within control?
Ongoing measurements - build mistake proofing - build a control plan
Consensus
A statistical subset of elements from the population. Denoted as n.
1. Throughput 2. Inventory 3. Operating expense

38. What is one of the biggest pitfalls in sampling collection?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Bias

39. 7 Quality Tools
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)_
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time someone is "hands on" to a product or process.

40. Descriptive Statistics
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Ongoing measurements - build mistake proofing - build a control plan
Japanese concept for mistake proofing.
Describing a set of data with graphs and a few summary numbers.

41. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
Prepare - Conduct/Facilitate - Action Items - Follow up
Average of the population or sample.
1. Throughput 2. Inventory 3. Operating expense

42. 2 Sigma
308 -000 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.
1. Throughput 2. Inventory 3. Operating expense
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.

43. What are the key elements of a good project charter?
308 -000 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Top down Flow chart.

44. Fishbone diagram (aka Ishikawa diagram)
Amount of variation in a process around the mean value for that process
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.

45. Inferential Statistics
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.
Using descriptive statistics to make educated guesses about the future.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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.

46. What are the 5S of workplace organization?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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 - λ - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = λW.
Using descriptive statistics to make educated guesses about the future.

47. What are the 3 forms of value (customer perspective)?
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. Throughput 2. Inventory 3. Operating expense
1. Value Added. 2. Non-Value Added. 3. Business Value.
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.

48. What is a Kaizen event?
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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

49. What steps should you follow to run effective meetings?
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.
3.4 defects per million
Prepare - Conduct/Facilitate - Action Items - Follow up
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

50. Name the 5 TOC focusing steps.

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