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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?
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.
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

2. Six Sigma
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A good process map.
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
308 -000 defects per million

3. 6 Sigma
230 defects per million
A statistical subset of elements from the population. Denoted as n.
Using descriptive statistics to make educated guesses about the future.
3.4 defects per million

4. Sigma
Amount of variation in a process around the mean value for that process
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
Man - Method - Machine - Material - Measurement - Mother Nature

5. Sample
A statistical subset of elements from the population. Denoted as n.
Continuous incremental improvements.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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

6. What are the 8 forms of waste (muda)?
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

7. Name the 3 desired measurement properties.
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

8. What is PCE?
Time to get through a process
Time
Qualitative
Phase containment effectiveness (ability to catch errors in a phase)

9. What should I look for in Bottom up identification?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
3.4 defects per million
A project charter
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.

10. Cycle Time
Bias
A statistical complete set of all items of interest. Denoted as N.
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

11. 5 Sigma
230 defects per million
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.
1. Accuracy. 2. Precision. 3. Stability.

12. Name 5 items in Facilitating
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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. 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

13. What are TOC measures of progress?
A project charter
Ask for ideas about how to accomplish a task.
1. Throughput 2. Inventory 3. Operating expense
Qualitative

14. What is the definition of a SIPOC?
Describing a set of data with graphs and a few summary numbers.
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
Japanese concept for mistake proofing.

15. 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.
Using descriptive statistics to make educated guesses about the future.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Japanese concept for mistake proofing.

16. A SIPOC is a good tool to use before doing what?
A project charter
A statistical subset of elements from the population. Denoted as n.
The most frequently occurring value.
Amount of variation in a process around the mean value for that process

17. Descriptive Statistics
Describing a set of data with graphs and a few summary numbers.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Average of the population or sample.
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.

18. What do SMART goals stand for?
The most frequently occurring value.
690 -000 defects per million
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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

19. How can you ensure that your process stays within control?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Using descriptive statistics to make educated guesses about the future.
Ongoing measurements - build mistake proofing - build a control plan
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

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

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

22. Does not have to be the "best" solution but one all can "live" with.
Anything that impedes throughput.
Using descriptive statistics to make educated guesses about the future.
Consensus
Ongoing measurements - build mistake proofing - build a control plan

23. What are the stages of team growth?
A statistical complete set of all items of interest. 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.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

24. Attribute Data
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
Work in Process
Discrete data where there are gaps between possible values.

25. Name 3 prioritization tools
A statistical subset of elements from the population. Denoted as n.
6 -210 defects per million
Anything that impedes throughput.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

26. What are the steps in a communication plan development?
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.
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

27. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
Prepare - Conduct/Facilitate - Action Items - Follow up
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
Japanese concept for mistake proofing.

28. Name the 5 TOC focusing steps.

29. Name the 5 TOC focusing steps.

30. Describe the concept of takt time and how would you calculate it?
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
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
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
RPN = Criticality Frequency Detection

31. What do teams need to be successful?
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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
6 -210 defects per million

32. What can be the suggested causes on a fishbone diagram?
Theory of Constraints.
Man - Method - Machine - Material - Measurement - Mother Nature
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
Time to get through a process

33. When would you use Lean vs. DMAIC vs. DFSS?
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
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

34. Much of the information we receive comes in qualitative or quantitative form?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
308 -000 defects per million
Qualitative
3.4 defects per million

35. 1 Sigma
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.
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
690 -000 defects per million
The most frequently occurring value.

36. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Time
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

37. What is WIP?
Work in 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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

38. Variable data
Continuous data where there are no gaps between possible values.
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
Top down Flow chart.
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

39. Name the 8 sins of waste.
The middle of the population.
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.
6 -210 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

40. What are the 7 Wastes? Provide an example of 2 of the wastes
308 -000 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Throughput 2. Inventory 3. Operating expense
Bias

41. Population
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
A statistical complete set of all items of interest. Denoted as N.
Work in Process
A statistical subset of elements from the population. Denoted as n.

42. Good customer requirements are ____________ and ______________
needs - requirements
Japanese concept for mistake proofing.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Duration: 3-5 days. Size of team: 4 -12

43. Name 5 items in Managing
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Discrete data where there are gaps between possible values.

44. What is a Kaizen event?
Using descriptive statistics to make educated guesses about the future.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.

45. Median
Ask for ideas about how to accomplish a task.
RPN = Criticality Frequency Detection
308 -000 defects per million
The middle of the population.

46. Name a few barriers to success.
66 -800 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Ask for ideas about how to accomplish a task.
Man - Method - Machine - Material - Measurement - Mother Nature

47. 4 Sigma
Ask for ideas about how to accomplish a task.
Discrete data where there are gaps between possible values.
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
6 -210 defects per million

48. 2 Sigma
A project charter
308 -000 defects per million
Using descriptive statistics to make educated guesses about the future.
Phase containment effectiveness (ability to catch errors in a phase)

49. What is PLT?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
roduction Lead Time (total time to provide value non-value add time + value add time)_
230 defects per million
1. Value Added. 2. Non-Value Added. 3. Business Value.

50. What does Gemba mean?
RPN = Criticality Frequency Detection
Prepare - Conduct/Facilitate - Action Items - Follow up
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.
Anything that impedes throughput.