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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. Descriptive Statistics
Anything that impedes throughput.
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
Describing a set of data with graphs and a few summary numbers.

2. What are TOC measures of progress?
A statistical subset of elements from the population. Denoted as n.
1. Throughput 2. Inventory 3. Operating expense
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Average of the population or sample.

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

4. What are the stages of team growth?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
A good process map.
Man - Method - Machine - Material - Measurement - Mother Nature
Qualitative

5. Formula for Risk Priority Modes
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.
Theory of Constraints.
RPN = Criticality Frequency Detection
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

6. What is PLT?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Quantitative
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

7. What are the 5S of workplace organization?
Bias
Time
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

8. What is a Kaizen event?
Time
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

9. What is WIP?
Work in Process
1. Throughput 2. Inventory 3. Operating expense
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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. Facilitation
Anything that impedes throughput.
Ask for ideas about how to accomplish a task.
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

11. 2 Sigma
Consensus
Time to get through a process
Phase containment effectiveness (ability to catch errors in a phase)
308 -000 defects per million

12. What does Kaizen mean?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A statistical complete set of all items of interest. 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.
Continuous incremental improvements.

13. Fishbone diagram (aka Ishikawa diagram)
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Prepare - Conduct/Facilitate - Action Items - Follow up
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

14. What are the 3 forms of value (customer perspective)?
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. Value Added. 2. Non-Value Added. 3. Business Value.
Quantitative
A statistical complete set of all items of interest. Denoted as N.

15. What are the key elements of a good project charter?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

16. Business Value Add - Definition and Example(s)
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Quantitative
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

17. What is one of the biggest pitfalls in sampling collection?
A statistical complete set of all items of interest. Denoted as N.
Time someone is "hands on" to a product or process.
Bias
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

18. What are the 8 forms of waste (muda)?
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.
Average of the population or sample.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

19. What is a Measurement System Analysis (MSA)?
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Continuous data where there are no gaps between possible values.
6 -210 defects per million

20. Name 3 prioritization tools
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A statistical complete set of all items of interest. Denoted as N.
RPN = Criticality Frequency Detection
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

21. 3 Sigma
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

22. What does Gemba mean?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

23. Cycle Time
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Time to get through a process
Amount of variation in a process around the mean value for that process
A statistical complete set of all items of interest. Denoted as N.

24. Name the 5 TOC focusing steps.

25. What is the definition of a SIPOC?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.

26. Poke Yoke
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Japanese concept for mistake proofing.
Quantitative

27. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
Using descriptive statistics to make educated guesses about the future.
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
Time someone is "hands on" to a product or process.

28. Attribute Data
Discrete data where there are gaps between possible values.
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
690 -000 defects per million
3.4 defects per million

29. Describe the concept of takt time and how would you calculate it?
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
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.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

30. Sigma
Amount of variation in a process around the mean value for that 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.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

31. Pareto Charts
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

32. What can be the suggested causes on a fishbone diagram?
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.
Man - Method - Machine - Material - Measurement - Mother Nature
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
3.4 defects per million

33. What is critical to performing value analysis?
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.
Work in 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.
A good process map.

34. Within the 8 wastes - __________ is a significant factor
Time
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
The most frequently occurring value.
Using descriptive statistics to make educated guesses about the future.

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

36. Touch Time
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
Time someone is "hands on" to a product or process.
needs - requirements

37. 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
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.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Using descriptive statistics to make educated guesses about the future.

38. 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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

39. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Top down Flow chart.
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.
308 -000 defects per million
Consensus

40. Name 5 items in Managing
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
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 statistical subset of elements from the population. Denoted as n.

41. What are the steps in a communication plan development?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Describing a set of data with graphs and a few summary numbers.

42. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A project charter

43. A SIPOC is a good tool to use before doing what?
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
Describing a set of data with graphs and a few summary numbers.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
A project charter

44. Theory of constraints
Ask for ideas about how to accomplish a task.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
needs - requirements

45. 6 Sigma
Describing a set of data with graphs and a few summary numbers.
6 -210 defects per million
3.4 defects per million
1. Accuracy. 2. Precision. 3. Stability.

46. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A statistical subset of elements from the population. Denoted as n.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
The middle of the population.

47. Inferential Statistics
66 -800 defects per million
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.
690 -000 defects per million
Using descriptive statistics to make educated guesses about the future.

48. Median
Prepare - Conduct/Facilitate - Action Items - Follow up
The middle of the population.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Qualitative

49. Six Sigma
230 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
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

50. What do teams need to be successful?
Ask for ideas about how to accomplish a task.
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.
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.