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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.
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 are the duration and the size of a typical team in a Kaizen/RIE?
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
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.
Duration: 3-5 days. Size of team: 4 -12
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.

2. Median
Japanese concept for mistake proofing.
The middle of the population.
RPN = Criticality Frequency Detection
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.

3. Mean
1. Throughput 2. Inventory 3. Operating expense
Average of the population or sample.
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.
66 -800 defects per million

4. 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.
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
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

5. Does not have to be the "best" solution but one all can "live" with.
Consensus
6 -210 defects per million
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

6. 7 Quality Tools
Duration: 3-5 days. Size of team: 4 -12
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Describing a set of data with graphs and a few summary numbers.
Amount of variation in a process around the mean value for that process

7. What do SMART goals stand for?
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
RPN = Criticality Frequency Detection
Top down Flow chart.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

8. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Amount of variation in a process around the mean value for that process

9. Inferential Statistics
1. Throughput 2. Inventory 3. Operating expense
Ask for ideas about how to accomplish a task.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Using descriptive statistics to make educated guesses about the future.

10. What are the steps in a communication plan development?
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.
230 defects per million
Ongoing measurements - build mistake proofing - build a control plan
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

11. Name a few barriers to success.
RPN = Criticality Frequency Detection
Top down Flow chart.
Consensus
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

12. 6 Sigma
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
Average of the population or sample.
3.4 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

13. Name the 8 sins of waste.
Average of the population or sample.
Phase containment effectiveness (ability to catch errors in a phase)
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

14. Control Charts
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Average of the population or sample.
Anything that impedes throughput.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

15. How can you ensure that your process stays within control?
Ongoing measurements - build mistake proofing - build a control plan
Work in Process
Quantitative
needs - requirements

16. Population
A project charter
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 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

17. Name the 5 TOC focusing steps.

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18. What are the 3 forms of value (customer perspective)?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Value Added. 2. Non-Value Added. 3. Business 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
Duration: 3-5 days. Size of team: 4 -12

19. Value-Add - Definition and Example(s)
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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
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

20. Cycle Time
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Time to get through a process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Qualitative

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

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22. 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.
The most frequently occurring value.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Theory of Constraints.

23. What are the 5 CTXs
A good process map.
Man - Method - Machine - Material - Measurement - Mother Nature
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.

24. 3 Sigma
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 middle of the population.
Continuous data where there are no gaps between possible values.
66 -800 defects per million

25. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
6 -210 defects per million
Continuous incremental improvements.
Ongoing measurements - build mistake proofing - build a control plan

26. What does TOC stand for?
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
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Theory of Constraints.

27. Within the 8 wastes - __________ is a significant factor
Time
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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
Prepare - Conduct/Facilitate - Action Items - Follow up

28. Facilitation
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
RPN = Criticality Frequency Detection
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Ask for ideas about how to accomplish a task.

29. Much of the information we receive comes in qualitative or quantitative form?
66 -800 defects per million
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)_
Qualitative

30. Sample
A statistical subset of elements from the population. Denoted as n.
Theory of Constraints.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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

31. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Continuous incremental improvements.
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
A statistical complete set of all items of interest. Denoted as N.

32. What are the 5 actuals?
A good process map.
1. Value Added. 2. Non-Value Added. 3. Business Value.
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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

33. Project information must be collected in what form?
Duration: 3-5 days. Size of team: 4 -12
Quantitative
Prepare - Conduct/Facilitate - Action Items - Follow up
A good process map.

34. Variable data
Continuous data where there are no gaps between possible values.
The middle of the population.
Average of the population or sample.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

35. 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
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.
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. What is the definition of a SIPOC?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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. Throughput 2. Inventory 3. Operating expense
Discrete data where there are gaps between possible values.

37. 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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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

38. What is critical to performing value analysis?
1. Accuracy. 2. Precision. 3. Stability.
Time to get through a process
A good process map.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

39. What is a Measurement System Analysis (MSA)?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Time someone is "hands on" to a product or process.
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

40. What is one of the biggest pitfalls in sampling collection?
Prepare - Conduct/Facilitate - Action Items - Follow up
Top down Flow chart.
Bias
1. Value Added. 2. Non-Value Added. 3. Business Value.

41. What are the 8 forms of waste (muda)?
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
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Describing a set of data with graphs and a few summary numbers.

42. Sigma
Theory of Constraints.
Amount of variation in a process around the mean value for that process
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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.

43. Business Value Add - Definition and Example(s)
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Man - Method - Machine - Material - Measurement - Mother Nature
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

44. Six Sigma
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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

45. 2 Sigma
66 -800 defects per million
308 -000 defects per million
Time to get through a process
Time someone is "hands on" to a product or process.

46. Good customer requirements are ____________ and ______________
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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.
Bias
needs - requirements

47. What does Kaizen mean?
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
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Continuous incremental improvements.

48. Name 5 items in Managing
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Prepare - Conduct/Facilitate - Action Items - Follow up
A statistical complete set of all items of interest. Denoted as N.
roduction Lead Time (total time to provide value non-value add time + value add time)_

49. Theory of constraints
A statistical subset of elements from the population. Denoted as n.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Discrete data where there are gaps between possible values.
A project charter

50. What is a constraint?
Ask for ideas about how to accomplish a task.
Anything that impedes throughput.
Quantitative
Ongoing measurements - build mistake proofing - build a control plan