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Green Belt Six Sigma

Subjects : certifications, six-sigma

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
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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. Name 5 items in Managing
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Prepare - Conduct/Facilitate - Action Items - Follow up

2. Within the 8 wastes - __________ is a significant factor
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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. Throughput 2. Inventory 3. Operating expense
Time

3. Cycle Time
Time to get through a process
needs - requirements
Qualitative
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

4. Name the 5 TOC focusing steps.

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5. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Japanese concept for mistake proofing.

6. Fishbone diagram (aka Ishikawa diagram)
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Throughput 2. Inventory 3. Operating expense
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
Phase containment effectiveness (ability to catch errors in a phase)

7. 7 Quality Tools
Time
Ask for ideas about how to accomplish a task.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

8. What steps should you follow to run effective meetings?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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
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
Prepare - Conduct/Facilitate - Action Items - Follow up

9. What can be the suggested causes on a fishbone diagram?
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.
Man - Method - Machine - Material - Measurement - Mother Nature
Japanese concept for mistake proofing.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

10. Attribute Data
Anything that impedes throughput.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Discrete data where there are gaps between possible values.
1. Accuracy. 2. Precision. 3. Stability.

11. What is PLT?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
roduction Lead Time (total time to provide value non-value add time + value add time)_
A good process map.
Time someone is "hands on" to a product or process.

12. What do teams need to be successful?
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.
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.

13. Name the 3 desired measurement properties.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Time someone is "hands on" to a product or process.
1. Accuracy. 2. Precision. 3. Stability.

14. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Average of the population or sample.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

15. Six Sigma Key Roles
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Quantitative

16. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Man - Method - Machine - Material - Measurement - Mother Nature
3.4 defects per million

17. What is a constraint?
Anything that impedes throughput.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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.

18. Name 3 prioritization tools
The most frequently occurring value.
6 -210 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

19. Name 5 items in Facilitating
The most frequently occurring value.
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. Throughput 2. Inventory 3. Operating expense
Discrete data where there are gaps between possible values.

20. What is a Measurement System Analysis (MSA)?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Qualitative
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

21. Name a few barriers to success.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
A statistical subset of elements from the population. Denoted as n.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

22. Population
690 -000 defects per million
A statistical complete set of all items of interest. Denoted as N.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Qualitative

23. Name the 5 TOC focusing steps.

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24. What is WIP?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Time
Japanese concept for mistake proofing.
Work in Process

25. When would you use Lean vs. DMAIC vs. DFSS?
Amount of variation in a process around the mean value for that process
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Time to get through a process

26. What are the 5 actuals?
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.
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.
A project charter

27. Descriptive Statistics
Theory of Constraints.
A statistical complete set of all items of interest. Denoted as N.
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.

28. What are the steps in a communication plan development?
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Continuous incremental improvements.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

29. A SIPOC is a good tool to use before doing what?
Work in Process
A project charter
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

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

31. What does Gemba mean?
A project charter
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.
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

32. What are TOC measures of progress?
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Throughput 2. Inventory 3. Operating expense

33. Sigma
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
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.
A good process map.

34. Name the 8 sins of waste.
Quantitative
1. Value Added. 2. Non-Value Added. 3. Business Value.
Man - Method - Machine - Material - Measurement - Mother Nature
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

35. 6 Sigma
Top down Flow chart.
A statistical subset of elements from the population. Denoted as n.
3.4 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

36. Formula for Risk Priority Modes
Time someone is "hands on" to a product or process.
RPN = Criticality Frequency Detection
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. Define 2. Measure 3. Analyze 4. Improve 5. Control

37. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Ongoing measurements - build mistake proofing - build a control plan
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.

38. Mean
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
Average of the population or sample.
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

39. Median
Phase containment effectiveness (ability to catch errors in a phase)
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
The middle of the population.

40. What are the three CPI methodologies?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Japanese concept for mistake proofing.
308 -000 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

41. Six Sigma
RPN = Criticality Frequency Detection
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
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

42. What is critical to performing value analysis?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Using descriptive statistics to make educated guesses about the future.
Qualitative
A good process map.

43. What are the 5 CTXs
Describing a set of data with graphs and a few summary numbers.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
A statistical complete set of all items of interest. Denoted as N.
Continuous data where there are no gaps between possible values.

44. 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
A project charter
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.
Time to get through a process

45. What are the duration and the size of a typical team in a Kaizen/RIE?
A statistical subset of elements from the population. Denoted as n.
Duration: 3-5 days. Size of team: 4 -12
A good process map.
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.

46. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
A statistical complete set of all items of interest. Denoted as N.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Prepare - Conduct/Facilitate - Action Items - Follow up
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

47. What does Little's Law say?
Ongoing measurements - build mistake proofing - build a control plan
A statistical complete set of all items of interest. Denoted as N.
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.
The most frequently occurring value.

48. Inferential Statistics
A statistical complete set of all items of interest. Denoted as N.
Using descriptive statistics to make educated guesses about the future.
Duration: 3-5 days. Size of team: 4 -12
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.

49. What is a Kaizen event?
RPN = Criticality Frequency Detection
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
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.

50. 3 Sigma
66 -800 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
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.
230 defects per million