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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 5 CTXs
needs - requirements
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.
Qualitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

2. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
3.4 defects per million
Consensus
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.

3. Population
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_

4. 2 Sigma
690 -000 defects per million
308 -000 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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.

5. What is one of the biggest pitfalls in sampling collection?
Continuous incremental improvements.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Bias
Time

6. What is critical to performing value analysis?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
A good process map.
Duration: 3-5 days. Size of team: 4 -12
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.

7. Within the 8 wastes - __________ is a significant factor
Time
66 -800 defects per million
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.

8. What are the steps in a communication plan development?
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Time someone is "hands on" to a product or process.

9. 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.
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.
Ongoing measurements - build mistake proofing - build a control plan

10. What does TOC stand for?
Theory of Constraints.
Continuous incremental improvements.
Japanese concept for mistake proofing.
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.

11. What are the 5S of workplace organization?
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Time someone is "hands on" to a product or process.
Qualitative

12. What are the key elements of a good project charter?
The middle of the population.
Work in Process
6 -210 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

13. 1 Sigma
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.
The most frequently occurring value.
needs - requirements

14. Name the 8 sins of waste.
Describing a set of data with graphs and a few summary numbers.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Amount of variation in a process around the mean value for that process
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

15. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

16. What do teams need to be successful?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Duration: 3-5 days. Size of team: 4 -12
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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.

17. Six Sigma Key Roles
A statistical subset of elements from the population. Denoted as n.
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.
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

18. What is an MGPP and when is it useful?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Throughput 2. Inventory 3. Operating expense
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.
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

19. What is the definition of a SIPOC?
Work in Process
6 -210 defects per million
Using descriptive statistics to make educated guesses about the future.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

20. Name the 5 TOC focusing steps.

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21. Sigma
A statistical subset of elements from the population. Denoted as n.
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.
Amount of variation in a process around the mean value for that process

22. Scatter diagrams
Continuous incremental improvements.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Phase containment effectiveness (ability to catch errors in a phase)
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

23. What are some of the Lean Principles?
1. Value Added. 2. Non-Value Added. 3. Business Value.
RPN = Criticality Frequency Detection
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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.

24. 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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

25. Attribute Data
Discrete data where there are gaps between possible values.
Continuous incremental improvements.
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

26. What are the 3 forms of value (customer perspective)?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Value Added. 2. Non-Value Added. 3. Business Value.

27. What do SMART goals stand for?
Top down Flow chart.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.

28. Non Value Add - Definition and Example(s)

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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
Top down Flow chart.
A statistical complete set of all items of interest. Denoted as N.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

30. Describe the concept of takt time and how would you calculate it?
Time to get through a process
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
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
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

31. Formula for Risk Priority Modes
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. 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.
RPN = Criticality Frequency Detection
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

32. Name the 5 TOC focusing steps.

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33. 5 Sigma
230 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

34. What is a Kaizen event?
A good process map.
Work in Process
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.

35. What should I look for in Bottom up identification?
Time to get through a process
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Duration: 3-5 days. Size of team: 4 -12
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.

36. Mode
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
A statistical subset of elements from the population. Denoted as n.
Man - Method - Machine - Material - Measurement - Mother Nature
The most frequently occurring value.

37. Name a few barriers to success.
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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

38. 6 Sigma
3.4 defects per million
Discrete data where there are gaps between possible values.
6 -210 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

39. Name 5 items in Managing
Time someone is "hands on" to a product or process.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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
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

40. Population
Man - Method - Machine - Material - Measurement - Mother Nature
A statistical complete set of all items of interest. Denoted as N.
Average of the population or sample.
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

41. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Quantitative
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

42. Good customer requirements are ____________ and ______________
Average of the population or sample.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
needs - requirements
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.

43. 4 Sigma
6 -210 defects per million
1. Accuracy. 2. Precision. 3. Stability.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

44. Sample
A statistical subset of elements from the population. Denoted as n.
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.
Discrete data where there are gaps between possible values.
Quantitative

45. Project information must be collected in what form?
Quantitative
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
230 defects per million

46. What are the duration and the size of a typical team in a Kaizen/RIE?
Ask for ideas about how to accomplish a task.
Time to get through a process
Average of the population or sample.
Duration: 3-5 days. Size of team: 4 -12

47. When would you use Lean vs. DMAIC vs. DFSS?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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

48. Median
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
The middle of the population.
690 -000 defects per million
A statistical subset of elements from the population. Denoted as n.

49. What are TOC measures of progress?
A good process map.
Qualitative
1. Throughput 2. Inventory 3. Operating expense
Top down Flow chart.

50. What are the three CPI methodologies?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Throughput 2. Inventory 3. Operating expense
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Top down Flow chart.