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Green Belt Six Sigma
Start Test
Study First
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. What is an MGPP and when is it useful?
Amount of variation in a process around the mean value for that 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
Phase containment effectiveness (ability to catch errors in a phase)
Consensus
2. Median
Average of the population or sample.
The middle of the population.
A project charter
690 -000 defects per million
3. 3 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
6 -210 defects per million
Ask for ideas about how to accomplish a task.
66 -800 defects per million
4. Cycle Time
Time to get through a process
Describing a set of data with graphs and a few summary numbers.
Duration: 3-5 days. Size of team: 4 -12
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.
5. Touch Time
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
The middle of the population.
Time someone is "hands on" to a product or process.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
6. What is PLT?
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Man - Method - Machine - Material - Measurement - Mother Nature
7. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
A good process map.
308 -000 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Average of the population or sample.
8. What do SMART goals stand for?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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
9. What are the 3 forms of value (customer perspective)?
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. 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.
Average of the population or sample.
10. When would you use Lean vs. DMAIC vs. DFSS?
Discrete data where there are gaps between possible values.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
3.4 defects per million
Phase containment effectiveness (ability to catch errors in a phase)
11. 2 Sigma
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A statistical subset of elements from the population. Denoted as n.
308 -000 defects per million
12. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
A statistical complete set of all items of interest. Denoted as N.
Theory of Constraints.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Top down Flow chart.
13. Sample
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
A statistical subset of elements from the population. Denoted as n.
14. What is a Kaizen event?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Work in Process
230 defects per million
15. What is one of the biggest pitfalls in sampling collection?
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Bias
A statistical complete set of all items of interest. Denoted as N.
16. Theory of constraints
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Prepare - Conduct/Facilitate - Action Items - Follow up
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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. Name 5 items in Facilitating
Theory of Constraints.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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. 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
18. Population
A statistical complete set of all items of interest. Denoted as N.
Consensus
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
19. Name the 5 TOC focusing steps.
20. Control Charts
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
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
21. What are the duration and the size of a typical team in a Kaizen/RIE?
Duration: 3-5 days. Size of team: 4 -12
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
6 -210 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
22. Population
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
A statistical complete set of all items of interest. Denoted as N.
23. What does Little's Law say?
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.
A project charter
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.
66 -800 defects per million
24. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
25. What are the steps in a communication plan development?
Quantitative
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Bias
26. 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
A statistical subset of elements from the population. 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.
Using descriptive statistics to make educated guesses about the future.
27. Six Sigma Key Roles
1. Throughput 2. Inventory 3. Operating expense
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Continuous incremental improvements.
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.
28. Name a few barriers to success.
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.
A project charter
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
29. Sigma
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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
Quantitative
Amount of variation in a process around the mean value for that process
30. What is the definition of a SIPOC?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
31. Name the 5 TOC focusing steps.
32. What is a constraint?
Anything that impedes throughput.
Duration: 3-5 days. Size of team: 4 -12
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
roduction Lead Time (total time to provide value non-value add time + value add time)_
33. What is critical to performing value analysis?
A good process map.
Phase containment effectiveness (ability to catch errors in a phase)
6 -210 defects per million
Bias
34. Good customer requirements are ____________ and ______________
needs - requirements
Continuous data where there are no gaps between possible values.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Top down Flow chart.
35. What is a Measurement System Analysis (MSA)?
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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.
A statistical subset of elements from the population. Denoted as n.
66 -800 defects per million
36. What should I look for in Bottom up identification?
The most frequently occurring value.
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.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
A statistical complete set of all items of interest. Denoted as N.
37. Six Sigma
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
A project charter
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
38. Mode
The most frequently occurring value.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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
39. 5 Sigma
230 defects per million
RPN = Criticality Frequency Detection
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Theory of Constraints.
40. Variable data
A statistical subset of elements from the population. Denoted as n.
Continuous data where there are no gaps between possible values.
Time
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.
41. How can you ensure that your process stays within control?
Ongoing measurements - build mistake proofing - build a control plan
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.
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
42. 4 Sigma
Time to get through a process
Ask for ideas about how to accomplish a task.
6 -210 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature
43. Pareto Charts
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A statistical subset of elements from the population. Denoted as n.
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.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
44. Facilitation
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Continuous incremental improvements.
Ask for ideas about how to accomplish a task.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
45. 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.
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
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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
46. Mean
Discrete data where there are gaps between possible values.
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. Accuracy. 2. Precision. 3. Stability.
Average of the population or sample.
47. Project information must be collected in what form?
230 defects per million
Time someone is "hands on" to a product or process.
A statistical subset of elements from the population. Denoted as n.
Quantitative
48. Poke Yoke
Amount of variation in a process around the mean value for that process
Japanese concept for mistake proofing.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Theory of Constraints.
49. Name 5 items in Managing
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
The middle of the population.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
roduction Lead Time (total time to provide value non-value add time + value add time)_
50. What are the stages of team growth?
Time
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning