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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 is a constraint?
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.
690 -000 defects per million
Anything that impedes throughput.
Work in Process

2. What are the 5 actuals?
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.
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.
Discrete data where there are gaps between possible values.
The most frequently occurring value.

3. Name the 3 desired measurement properties.
A project charter
1. Accuracy. 2. Precision. 3. Stability.
Continuous data where there are no gaps between possible values.
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.

4. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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.

5. What do teams need to be successful?
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.
Describing a set of data with graphs and a few summary numbers.
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.

6. Pareto Charts
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
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. 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.

7. Business Value Add - Definition and Example(s)
Time
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Value Added. 2. Non-Value Added. 3. Business Value.
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

8. What is an MGPP and when is it useful?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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
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

9. Variable data
Prepare - Conduct/Facilitate - Action Items - Follow up
66 -800 defects per million
Continuous data where there are no gaps between possible values.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

10. What is one of the biggest pitfalls in sampling collection?
Bias
Japanese concept for mistake proofing.
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.
Describing a set of data with graphs and a few summary numbers.

11. 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.
308 -000 defects per million
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
Discrete data where there are gaps between possible values.

12. What do SMART goals stand for?
Time someone is "hands on" to a product or process.
308 -000 defects per million
1. Accuracy. 2. Precision. 3. Stability.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

13. Name the 8 sins of waste.
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
3.4 defects per million
Duration: 3-5 days. Size of team: 4 -12
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

14. Good customer requirements are ____________ and ______________
6 -210 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.
needs - requirements

15. Attribute Data
Discrete data where there are gaps between possible values.
230 defects per million
A statistical subset of elements from the population. Denoted as n.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

16. What are some of the Lean Principles?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

17. Facilitation
Describing a set of data with graphs and a few summary numbers.
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.
Ask for ideas about how to accomplish a task.
A statistical complete set of all items of interest. Denoted as N.

18. Median
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
The middle of the population.
Time someone is "hands on" to a product or process.
Work in Process

19. Within the 8 wastes - __________ is a significant factor
A statistical complete set of all items of interest. Denoted as N.
Time
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
Top down Flow chart.

20. What are the 5 CTXs
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Continuous incremental improvements.

21. 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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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
Average of the population or sample.

22. How can you ensure that your process stays within control?
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.
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.
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

23. What does Little's Law say?
Time someone is "hands on" to a product or process.
Describing a set of data with graphs and a few summary numbers.
Bias
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.

24. What is PLT?
Continuous incremental improvements.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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)_

25. What are the stages of team growth?
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.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

26. 3 Sigma
66 -800 defects per million
690 -000 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

27. Project information must be collected in what form?
66 -800 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.
Quantitative
Theory of Constraints.

28. Does not have to be the "best" solution but one all can "live" with.
Consensus
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. 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

29. What does Gemba mean?
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
3.4 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.

30. What should I look for in Bottom up identification?
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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.

31. Mean
needs - requirements
230 defects per million
Average of the population or sample.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

32. Population
Time to get through a process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
The most frequently occurring value.
A statistical complete set of all items of interest. Denoted as N.

33. Much of the information we receive comes in qualitative or quantitative form?
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. 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
Qualitative

34. Control Charts
RPN = Criticality Frequency Detection
690 -000 defects per million
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

35. Cycle Time
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
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
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
Time to get through a process

36. What can be the suggested causes on a fishbone diagram?
The middle of the population.
Man - Method - Machine - Material - Measurement - Mother Nature
Work in Process
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

37. When would you use Lean vs. DMAIC vs. DFSS?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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

38. Population
1. Value Added. 2. Non-Value Added. 3. Business Value.
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
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.

39. What are the three CPI methodologies?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Work in Process

40. What is PCE?
A statistical complete set of all items of interest. Denoted as N.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
308 -000 defects per million
Phase containment effectiveness (ability to catch errors in a phase)

41. What does DMAIC stand for?
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A project charter
Discrete data where there are gaps between possible values.

42. 5 Sigma
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
230 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
A statistical complete set of all items of interest. Denoted as N.

43. Descriptive Statistics
308 -000 defects per million
Describing a set of data with graphs and a few summary numbers.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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

44. What is the definition of a SIPOC?
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Ask for ideas about how to accomplish a task.

45. Fishbone diagram (aka Ishikawa diagram)
Continuous data where there are no gaps between possible values.
Quantitative
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
Ask for ideas about how to accomplish a task.

46. 7 Quality Tools
Prepare - Conduct/Facilitate - Action Items - Follow up
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
Discrete data where there are gaps between possible values.

47. Name the 5 TOC focusing steps.

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48. Sample
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
A statistical subset of elements from the population. Denoted as n.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

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

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50. What are the 3 forms of value (customer perspective)?
308 -000 defects per million
A good process map.
1. Value Added. 2. Non-Value Added. 3. Business Value.
RPN = Criticality Frequency Detection