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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 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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.
Work in Process

2. Population
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.
Phase containment effectiveness (ability to catch errors in a phase)
A statistical complete set of all items of interest. Denoted as N.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

3. Mean
Average of the population or sample.
Anything that impedes throughput.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.

4. Facilitation
Ask for ideas about how to accomplish a task.
Quantitative
Prepare - Conduct/Facilitate - Action Items - Follow up
Time someone is "hands on" to a product or process.

5. Poke Yoke
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.
230 defects per million
1. Throughput 2. Inventory 3. Operating expense
Japanese concept for mistake proofing.

6. Formula for Risk Priority Modes
RPN = Criticality Frequency Detection
230 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature
Using descriptive statistics to make educated guesses about the future.

7. What are the stages of team growth?
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
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

8. What does Kaizen mean?
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Man - Method - Machine - Material - Measurement - Mother Nature
Discrete data where there are gaps between possible values.
Continuous incremental improvements.

9. Project information must be collected in what form?
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.
Quantitative
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

10. Sample
A statistical subset of elements from the population. Denoted as n.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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
230 defects per million

11. 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.
690 -000 defects per million
Ask for ideas about how to accomplish a task.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

12. What are the 7 Wastes? Provide an example of 2 of the wastes
Discrete data where there are gaps between possible values.
Quantitative
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

13. What are the 5 CTXs
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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. Throughput 2. Inventory 3. Operating expense

14. Name 5 items in Managing
Qualitative
roduction Lead Time (total time to provide value non-value add time + value add time)_
308 -000 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

15. Name the 5 TOC focusing steps.

16. Fishbone diagram (aka Ishikawa diagram)
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. 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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Prepare - Conduct/Facilitate - Action Items - Follow up

17. What is the definition of a SIPOC?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
A statistical subset of elements from the population. Denoted as n.
3.4 defects per million

18. What is critical to performing value analysis?
Average of the population or sample.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Ask for ideas about how to accomplish a task.
A good process map.

19. 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.
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.

20. 3 Sigma
66 -800 defects per million
Using descriptive statistics to make educated guesses about the future.
Continuous data where there are no gaps between possible values.
Bias

21. 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.
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Consensus

22. Touch Time
Time someone is "hands on" to a product or process.
690 -000 defects per million
The most frequently occurring value.
Continuous incremental improvements.

23. What is PLT?
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)_
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

24. Inferential Statistics
The most frequently occurring value.
Prepare - Conduct/Facilitate - Action Items - Follow up
Using descriptive statistics to make educated guesses about the future.
308 -000 defects per million

25. 2 Sigma
The middle of the population.
Describing a set of data with graphs and a few summary numbers.
308 -000 defects per million
690 -000 defects per million

26. Six Sigma
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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. Value-Add - Definition and Example(s)
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
Using descriptive statistics to make educated guesses about the future.
66 -800 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

28. Within the 8 wastes - __________ is a significant factor
Time
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.
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.
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.

29. Much of the information we receive comes in qualitative or quantitative form?
Amount of variation in a process around the mean value for that process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Qualitative
3.4 defects per million

30. Mode
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
The most frequently occurring value.
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.
308 -000 defects per million

31. What does DMAIC stand for?
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
308 -000 defects per million
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Duration: 3-5 days. Size of team: 4 -12

32. Cycle Time
Time to get through a process
Consensus
Quantitative
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

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

34. 4 Sigma
1. Throughput 2. Inventory 3. Operating expense
6 -210 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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

35. 6 Sigma
3.4 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Value Added. 2. Non-Value Added. 3. Business Value.

36. Good customer requirements are ____________ and ______________
1. Throughput 2. Inventory 3. Operating expense
needs - requirements
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.

37. How can you ensure that your process stays within control?
3.4 defects per million
Ongoing measurements - build mistake proofing - build a control plan
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.)

38. What are the 5S of workplace organization?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Man - Method - Machine - Material - Measurement - Mother Nature
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.
Time

39. Name a few barriers to success.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
A project charter
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

40. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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

41. What is PCE?
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.)
1. Throughput 2. Inventory 3. Operating expense
Man - Method - Machine - Material - Measurement - Mother Nature

42. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Accuracy. 2. Precision. 3. Stability.
Top down Flow chart.
A project charter

43. Attribute Data
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.
Amount of variation in a process around the mean value for that 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.

44. What does TOC stand for?
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
Theory of Constraints.
Japanese concept for mistake proofing.
Using descriptive statistics to make educated guesses about the future.

45. What is WIP?
3.4 defects per million
Bias
Work in Process
Phase containment effectiveness (ability to catch errors in a phase)

46. Sample
1. Value Added. 2. Non-Value Added. 3. Business Value.
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 statistical subset of elements from the population. Denoted as n.
Consensus

47. What is a constraint?
Anything that impedes throughput.
230 defects per million
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.
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.

48. 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
Ongoing measurements - build mistake proofing - build a control plan
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
RPN = Criticality Frequency Detection

49. Name 3 prioritization tools
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

50. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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. 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