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Green Belt Six Sigma

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 are the stages of team growth?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
The most frequently occurring value.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

2. Name a few barriers to success.
Consensus
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Discrete data where there are gaps between possible values.

3. What should I look for in Bottom up identification?
308 -000 defects per million
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.
Discrete data where there are gaps between possible values.
The most frequently occurring value.

4. Touch Time
Phase containment effectiveness (ability to catch errors in a phase)
The most frequently occurring value.
needs - requirements
Time someone is "hands on" to a product or process.

5. Cycle Time
Time to get through a process
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.
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. What are the key elements of a good project charter?
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Bias
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

7. Name the 3 desired measurement properties.
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
Duration: 3-5 days. Size of team: 4 -12
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Accuracy. 2. Precision. 3. Stability.

8. What are the 3 forms of value (customer perspective)?
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. Value Added. 2. Non-Value Added. 3. Business Value.
Time to get through a process
Continuous incremental improvements.

9. 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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Average of the population or sample.
Japanese concept for mistake proofing.

10. Much of the information we receive comes in qualitative or quantitative form?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Time someone is "hands on" to a product or process.
Qualitative
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

11. Pareto Charts
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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.
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.

12. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Time

13. What are the steps in a communication plan development?
308 -000 defects per million
Top down Flow chart.
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

14. Name 3 prioritization tools
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
Duration: 3-5 days. Size of team: 4 -12
Consensus
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

15. What does Little's Law say?
Average of the population or sample.
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.
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
Discrete data where there are gaps between possible values.

16. Sample
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
Discrete data where there are gaps between possible values.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A statistical subset of elements from the population. Denoted as n.

17. What does DMAIC stand for?
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. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Prepare - Conduct/Facilitate - Action Items - Follow up

18. Sample
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.
230 defects per million
Average of the population or sample.

19. What are the 5S of workplace organization?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
roduction Lead Time (total time to provide value non-value add time + value add time)_

20. Mode
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.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
The most frequently occurring value.
Time someone is "hands on" to a product or process.

21. Descriptive Statistics
1. Accuracy. 2. Precision. 3. Stability.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Describing a set of data with graphs and a few summary numbers.

22. What do teams need to be successful?
Qualitative
Bias
A statistical subset of elements from the population. Denoted as n.
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.

23. 7 Quality Tools
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.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Prepare - Conduct/Facilitate - Action Items - Follow up

24. Name 5 items in Managing
Discrete data where there are gaps between possible values.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.
Time to get through a process

25. Median
The middle of the population.
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. 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)

26. 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
Duration: 3-5 days. Size of team: 4 -12
Anything that impedes throughput.
Phase containment effectiveness (ability to catch errors in a phase)

27. Describe the concept of takt time and how would you calculate it?
Time to get through a process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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
308 -000 defects per million

28. 5 Sigma
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 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.
230 defects per million

29. Facilitation
Ask for ideas about how to accomplish a task.
1. Throughput 2. Inventory 3. Operating expense
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Continuous data where there are no gaps between possible values.

30. Control Charts
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.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Average of the population or sample.

31. 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
Phase containment effectiveness (ability to catch errors in a phase)
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.

32. 3 Sigma
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A statistical complete set of all items of interest. Denoted as N.
66 -800 defects per million
Quantitative

33. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Ongoing measurements - build mistake proofing - build a control plan
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
A statistical complete set of all items of interest. Denoted as N.

34. Mean
690 -000 defects per million
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
Average of the population or sample.
A project charter

35. Name 5 items in Facilitating
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.
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. 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
Time to get through a process

36. What are TOC measures of progress?
1. Throughput 2. Inventory 3. Operating expense
needs - requirements
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

37. When would you use Lean vs. DMAIC vs. DFSS?
The most frequently occurring value.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Prepare - Conduct/Facilitate - Action Items - Follow up
Amount of variation in a process around the mean value for that process

38. 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.
Qualitative
needs - requirements
Discrete data where there are gaps between possible values.

39. 1 Sigma
Qualitative
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
690 -000 defects per million
Work in Process

40. What does TOC stand for?
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Theory of Constraints.
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.

41. What can be the suggested causes on a fishbone diagram?
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
Man - Method - Machine - Material - Measurement - Mother Nature
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Qualitative

42. Population
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A statistical complete set of all items of interest. Denoted as N.

43. 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
Quantitative
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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

44. What is the definition of a SIPOC?
A statistical complete set of all items of interest. Denoted as N.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
230 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

45. Fishbone diagram (aka Ishikawa 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.
Continuous incremental improvements.
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

46. What are the 5 actuals?
Qualitative
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.
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

47. What is PCE?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Continuous incremental improvements.
Phase containment effectiveness (ability to catch errors in a phase)
Duration: 3-5 days. Size of team: 4 -12

48. 6 Sigma
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
The most frequently occurring value.
3.4 defects per million
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. A SIPOC is a good tool to use before doing what?
308 -000 defects per million
Time to get through a process
The most frequently occurring value.
A project charter

50. What does Gemba mean?
Time
690 -000 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.