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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.
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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 is used to determine the correct level of the process to value stream map - a vertical look at the process?
Top down Flow chart.
Amount of variation in a process around the mean value for that process
A project charter
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

2. Scatter diagrams
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
A good process map.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

3. Variable data
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.
Continuous data where there are no gaps between possible values.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

4. Project information must be collected in what form?
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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Quantitative
6 -210 defects per million

5. 1 Sigma
230 defects per million
690 -000 defects per million
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Time to get through a process

6. What is a Kaizen event?
Quantitative
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Ongoing measurements - build mistake proofing - build a control plan

7. Non Value Add - Definition and Example(s)
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. Throughput 2. Inventory 3. Operating expense
A good process map.
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

8. When would you use Lean vs. DMAIC vs. DFSS?
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new 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.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

9. Name the 8 sins of waste.
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.
6 -210 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

10. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
6 -210 defects per million
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
A statistical complete set of all items of interest. Denoted as N.

11. Name 5 items in Facilitating
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.
Discrete data where there are gaps between possible values.
Qualitative
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

12. Six Sigma
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 good process map.
Bias
Discrete data where there are gaps between possible values.

13. What is WIP?
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
Work in Process
Prepare - Conduct/Facilitate - Action Items - Follow up

14. What are the duration and the size of a typical team in a Kaizen/RIE?
1. Throughput 2. Inventory 3. Operating expense
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.
Duration: 3-5 days. Size of team: 4 -12
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

15. Describe the concept of takt time and how would you calculate it?
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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

16. Name the 5 TOC focusing steps.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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
3.4 defects per million
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.

17. 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.
Quantitative
66 -800 defects per million
Continuous incremental improvements.

18. 5 Sigma
1. Throughput 2. Inventory 3. Operating expense
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
230 defects per million
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

19. 6 Sigma
690 -000 defects per million
3.4 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
The most frequently occurring value.

20. 3 Sigma
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.
66 -800 defects per million
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

21. Cycle Time
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.
Time to get through a process
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

22. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
Qualitative
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

23. 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 - ? - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = ?W.
1. Accuracy. 2. Precision. 3. Stability.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

24. What should I look for in Bottom up identification?
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.
6 -210 defects per million
Consensus
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

25. What does TOC stand for?
Theory of Constraints.
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
6 -210 defects per million
308 -000 defects per million

26. Name 3 prioritization tools
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Duration: 3-5 days. Size of team: 4 -12
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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

27. Facilitation
308 -000 defects per million
Continuous data where there are no gaps between possible values.
1. Throughput 2. Inventory 3. Operating expense
Ask for ideas about how to accomplish a task.

28. What are the three CPI methodologies?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

29. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Continuous data where there are no gaps between possible values.
The middle of the population.
roduction Lead Time (total time to provide value non-value add time + value add time)_

30. Six Sigma Key Roles
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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.

31. Mode
690 -000 defects per million
Anything that impedes throughput.
The most frequently occurring value.
1. Accuracy. 2. Precision. 3. Stability.

32. What is critical to performing value analysis?
Amount of variation in a process around the mean value for that process
690 -000 defects per million
308 -000 defects per million
A good process map.

33. What are the stages of team growth?
Time to get through a process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

34. Touch Time
Time someone is "hands on" to a product or process.
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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

35. Name 5 items in Managing
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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
Discrete data where there are gaps between possible values.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

36. What is one of the biggest pitfalls in sampling collection?
Bias
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Time someone is "hands on" to a product or process.

37. What are the 3 forms of value (customer perspective)?
3.4 defects per million
Time to get through a process
1. Value Added. 2. Non-Value Added. 3. Business Value.
Quantitative

38. Control Charts
230 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Work in Process
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.

39. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
Discrete data where there are gaps between possible values.
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

40. What is PLT?
1. Throughput 2. Inventory 3. Operating expense
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

41. What are the 5 CTXs
Work in Process
Quantitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

42. 2 Sigma
Quantitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
308 -000 defects per million
Time

43. What does Gemba mean?
Bias
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.
The most frequently occurring value.
Work in Process

44. Value-Add - Definition and Example(s)
Anything that impedes throughput.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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
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.

45. Descriptive Statistics
Anything that impedes throughput.
Discrete data where there are gaps between possible values.
Describing a set of data with graphs and a few summary numbers.
Using descriptive statistics to make educated guesses about the future.

46. What are some of the Lean Principles?
Time
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Phase containment effectiveness (ability to catch errors in a phase)

47. Within the 8 wastes - __________ is a significant factor
roduction Lead Time (total time to provide value non-value add time + value add time)_
Time
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

48. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
The middle of the population.
Amount of variation in a process around the mean value for that 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.

49. 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
Continuous data where there are no gaps between possible values.
Time someone is "hands on" to a product or process.

50. 4 Sigma
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
6 -210 defects per million
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

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