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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. Formula for Risk Priority Modes
RPN = Criticality Frequency Detection
Top down Flow chart.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Time to get through a process

2. What is a Measurement System Analysis (MSA)?
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.
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 - λ - multiplied by the long-term average time a customer spends in the system - W; or expressed algebraically: L = λW.

3. Attribute Data
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Discrete data where there are gaps between possible values.
Bias

4. When would you use Lean vs. DMAIC vs. DFSS?
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
Anything that impedes throughput.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
6 -210 defects per million

5. What is PLT?
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.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

6. What does Little's Law say?
Duration: 3-5 days. Size of team: 4 -12
6 -210 defects per million
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

7. Sigma
Time to get through a process
Phase containment effectiveness (ability to catch errors in a phase)
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Amount of variation in a process around the mean value for that process

8. 1 Sigma
690 -000 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Time to get through a process
The most frequently occurring value.

9. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
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.
Continuous data where there are no gaps between possible values.
6 -210 defects per million

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

11. 4 Sigma
Describing a set of data with graphs and a few summary numbers.
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.
6 -210 defects per million

12. What are TOC measures of progress?
1. Throughput 2. Inventory 3. Operating expense
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. 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.
6 -210 defects per million

13. Pareto Charts
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
Time
Man - Method - Machine - Material - Measurement - Mother Nature

14. What is the definition of a SIPOC?
Average of the population or sample.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Duration: 3-5 days. Size of team: 4 -12
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

15. Population
690 -000 defects per million
A statistical complete set of all items of interest. Denoted as N.
A statistical subset of elements from the population. Denoted as n.
Describing a set of data with graphs and a few summary numbers.

16. Name a few barriers to success.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Accuracy. 2. Precision. 3. Stability.
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

17. 3 Sigma
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Anything that impedes throughput.
A statistical complete set of all items of interest. Denoted as N.
66 -800 defects per million

18. 5 Sigma
230 defects per million
The middle of the population.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new 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.

19. Name the 3 desired measurement properties.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Time
Phase containment effectiveness (ability to catch errors in a phase)
1. Accuracy. 2. Precision. 3. Stability.

20. What is a Kaizen event?
Phase containment effectiveness (ability to catch errors in a phase)
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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. Does not have to be the "best" solution but one all can "live" with.
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.
needs - requirements
Time to get through a process

22. A SIPOC is a good tool to use before doing what?
A project charter
Prepare - Conduct/Facilitate - Action Items - Follow up
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
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

23. Good customer requirements are ____________ and ______________
needs - requirements
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Theory of Constraints.
Anything that impedes throughput.

24. Sample
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.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
A statistical subset of elements from the population. Denoted as n.
The most frequently occurring value.

25. What are the 7 Wastes? Provide an example of 2 of the wastes
Ask for ideas about how to accomplish a task.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time someone is "hands on" to a product or process.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

26. Inferential Statistics
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. 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.
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.

27. What are the 5 CTXs
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
308 -000 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
66 -800 defects per million

28. Population
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.
Amount of variation in a process around the mean value for that process
Consensus

29. 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
1. Accuracy. 2. Precision. 3. Stability.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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.

30. What do SMART goals stand for?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
A statistical subset of elements from the population. Denoted as n.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

31. 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
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.
Japanese concept for mistake proofing.
Theory of Constraints.

32. Name 3 prioritization tools
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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. 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

33. 2 Sigma
Phase containment effectiveness (ability to catch errors in a phase)
Duration: 3-5 days. Size of team: 4 -12
308 -000 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

34. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Discrete data where there are gaps between possible values.
Top down Flow chart.
A good process map.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

35. What are the steps in a communication plan development?
A good process map.
Man - Method - Machine - Material - Measurement - Mother Nature
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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

36. 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.
Time someone is "hands on" to a product or process.
1. Accuracy. 2. Precision. 3. Stability.
Top down Flow chart.

37. What are the 5 actuals?
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
6 -210 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
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.

38. Fishbone diagram (aka Ishikawa diagram)
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 statistical subset of elements from the population. Denoted as n.
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.

39. Touch Time
Time someone is "hands on" to a product or process.
1. Accuracy. 2. Precision. 3. Stability.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Using descriptive statistics to make educated guesses about the future.

40. What is WIP?
Work in Process
Phase containment effectiveness (ability to catch errors in a phase)
230 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

41. 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.
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.
needs - requirements
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.

42. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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
230 defects per million

43. 7 Quality Tools
Phase containment effectiveness (ability to catch errors in a phase)
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Time

44. Cycle Time
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.
Time to get through a process
roduction Lead Time (total time to provide value non-value add time + value add time)_
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

45. Six Sigma Key Roles
A project charter
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
Qualitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

46. What does DMAIC stand for?
Using descriptive statistics to make educated guesses about the future.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

47. Variable data
1. Accuracy. 2. Precision. 3. Stability.
Consensus
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.
Continuous data where there are no gaps between possible values.

48. What are the three CPI methodologies?
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
The most frequently occurring value.
A project charter

49. Name the 5 TOC focusing steps.

50. Mean
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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
Average of the population or sample.