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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 does Little's Law say?
Work in Process
Top down Flow chart.
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.

2. What are the duration and the size of a typical team in a Kaizen/RIE?
Amount of variation in a process around the mean value for that process
Duration: 3-5 days. Size of team: 4 -12
Time to get through a process
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

3. 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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Quantitative
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

4. What is WIP?
Man - Method - Machine - Material - Measurement - Mother Nature
Work in Process
A statistical subset of elements from the population. Denoted as n.
3.4 defects per million

5. Inferential Statistics
308 -000 defects per million
RPN = Criticality Frequency Detection
The most frequently occurring value.
Using descriptive statistics to make educated guesses about the future.

6. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
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.
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

7. What are TOC measures of progress?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A project charter
1. Throughput 2. Inventory 3. Operating expense
Using descriptive statistics to make educated guesses about the future.

8. Control Charts
Qualitative
Continuous data where there are no gaps between possible values.
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.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

9. What is the definition of a SIPOC?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Top down Flow chart.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Quantitative

10. 4 Sigma
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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
Ongoing measurements - build mistake proofing - build a control plan
6 -210 defects per million

11. What do SMART goals stand for?
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Phase containment effectiveness (ability to catch errors in a phase)
Qualitative

12. 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.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

13. What is an MGPP and when is it useful?
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
Average of the population or sample.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

14. Within the 8 wastes - __________ is a significant factor
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Using descriptive statistics to make educated guesses about the future.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Time

15. What does Kaizen mean?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
690 -000 defects per million
Continuous incremental improvements.
The middle of the population.

16. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A good process map.
Ask for ideas about how to accomplish a task.
66 -800 defects per million

17. What steps should you follow to run effective meetings?
needs - requirements
Average of the population or sample.
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

18. Cycle Time
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Anything that impedes throughput.
Time to get through a process
Ongoing measurements - build mistake proofing - build a control plan

19. Touch Time
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Time someone is "hands on" to a product or process.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
6 -210 defects per million

20. Does not have to be the "best" solution but one all can "live" with.
Consensus
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 good process map.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

21. Good customer requirements are ____________ and ______________
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
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
needs - requirements

22. Name the 5 TOC focusing steps.

23. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
1. Accuracy. 2. Precision. 3. Stability.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Top down Flow chart.

24. Fishbone diagram (aka Ishikawa diagram)
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.)
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.
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

25. What is PCE?
Amount of variation in a process around the mean value for that process
Phase containment effectiveness (ability to catch errors in a phase)
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

26. Scatter diagrams
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
Describing a set of data with graphs and a few summary numbers.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

27. Attribute Data
A statistical subset of elements from the population. Denoted as n.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Ask for ideas about how to accomplish a task.
Discrete data where there are gaps between possible values.

28. Population
A statistical complete set of all items of interest. Denoted as N.
Work in Process
Ongoing measurements - build mistake proofing - build a control plan
The middle of the population.

29. What are the 5S of workplace organization?
1. Accuracy. 2. Precision. 3. Stability.
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

30. Name the 8 sins of waste.
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.
Theory of Constraints.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

31. Much of the information we receive comes in qualitative or quantitative form?
Man - Method - Machine - Material - Measurement - Mother Nature
Theory of Constraints.
Qualitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

32. What is critical to performing value analysis?
Japanese concept for mistake proofing.
Time someone is "hands on" to a product or process.
A good process map.
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.

33. Name 3 prioritization tools
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

34. Sample
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.
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
A project charter

35. What are the stages of team growth?
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.
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.

36. Sample
A statistical subset of elements from the population. Denoted as n.
66 -800 defects per million
6 -210 defects per million
The middle of the population.

37. Name 5 items in Managing
The most frequently occurring value.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

38. Business Value Add - Definition and Example(s)
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
690 -000 defects per million
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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

39. Variable data
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Continuous data where there are no gaps between possible values.
3.4 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

40. Name the 5 TOC focusing steps.

41. What are the 5 CTXs
needs - requirements
Average of the population or sample.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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

42. What are the 7 Wastes? Provide an example of 2 of the wastes
308 -000 defects per million
Work in Process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.

43. What are the 3 forms of value (customer perspective)?
The middle of the population.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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. Value Added. 2. Non-Value Added. 3. Business Value.

44. Name 5 items in Facilitating
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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 someone is "hands on" to a product or process.

45. 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. 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.
Discrete data where there are gaps between possible values.
A project charter

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

47. How can you ensure that your process stays within 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
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Ongoing measurements - build mistake proofing - build a control plan
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.

48. Six Sigma Key Roles
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Average of the population or sample.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

49. Value-Add - Definition and Example(s)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
roduction Lead Time (total time to provide value non-value add time + value add time)_
A statistical complete set of all items of interest. Denoted as N.
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

50. What is a Kaizen event?
Japanese concept for mistake proofing.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Describing a set of data with graphs and a few summary numbers.