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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 are the 3 forms of value (customer perspective)?
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
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

2. What are some of the Lean Principles?
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Ask for ideas about how to accomplish a task.
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.

3. Name a few barriers to success.
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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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

4. 3 Sigma
230 defects per million
66 -800 defects per million
Duration: 3-5 days. Size of team: 4 -12
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

5. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
Using descriptive statistics to make educated guesses about the future.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Describing a set of data with graphs and a few summary numbers.

6. Does not have to be the "best" solution but one all can "live" with.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Consensus
690 -000 defects per million
Anything that impedes throughput.

7. What does Gemba mean?
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.
230 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

8. What are the stages of team growth?
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Theory of Constraints.
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

9. 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
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.
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. Inferential Statistics
Time someone is "hands on" to a product or process.
Using descriptive statistics to make educated guesses about the future.
Duration: 3-5 days. Size of team: 4 -12
Ask for ideas about how to accomplish a task.

11. What is WIP?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Work in Process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Anything that impedes throughput.

12. Sample
A statistical subset of elements from the population. Denoted as n.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
3.4 defects per million
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

13. What is a constraint?
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.
Anything that impedes throughput.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
66 -800 defects per million

14. 4 Sigma
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.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
6 -210 defects per million

15. What is an MGPP and when is it useful?
needs - requirements
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.
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

16. Mode
The most frequently occurring value.
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
Top down Flow chart.
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.

17. Good customer requirements are ____________ and ______________
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.
needs - requirements
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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

18. Name the 5 TOC focusing steps.

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19. 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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
308 -000 defects per million

20. What does TOC stand for?
A good process map.
Describing a set of data with graphs and a few summary numbers.
Theory of Constraints.
Time someone is "hands on" to a product or process.

21. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.
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 subset of elements from the population. Denoted as n.

22. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
3.4 defects per million
1. Accuracy. 2. Precision. 3. Stability.
A statistical subset of elements from the population. Denoted as n.

23. Population
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.
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. 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.

24. 7 Quality Tools
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
Consensus
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

25. What are the duration and the size of a typical team in a Kaizen/RIE?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Qualitative
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Duration: 3-5 days. Size of team: 4 -12

26. What is a Kaizen event?
The middle of the population.
Ongoing measurements - build mistake proofing - build a control plan
Duration: 3-5 days. Size of team: 4 -12
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

27. 6 Sigma
3.4 defects per million
Ongoing measurements - build mistake proofing - build a control plan
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
A statistical complete set of all items of interest. Denoted as N.

28. What are the key elements of a good project charter?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time to get through a process
Man - Method - Machine - Material - Measurement - Mother Nature
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

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

30. A SIPOC is a good tool to use before doing what?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A project charter
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)_

31. What is critical to performing value analysis?
A good process map.
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.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
6 -210 defects per million

32. What are the three CPI methodologies?
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)
Using descriptive statistics to make educated guesses about the future.
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.

33. 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.
230 defects per million
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Consensus

34. Facilitation
Top down Flow chart.
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
Ask for ideas about how to accomplish a task.
66 -800 defects per million

35. Attribute Data
308 -000 defects per million
1. Accuracy. 2. Precision. 3. Stability.
Discrete data where there are gaps between possible values.
Prepare - Conduct/Facilitate - Action Items - Follow up

36. What is PCE?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
The most frequently occurring value.
Phase containment effectiveness (ability to catch errors in a phase)
Theory of Constraints.

37. What is PLT?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
roduction Lead Time (total time to provide value non-value add time + value add time)_
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. Throughput 2. Inventory 3. Operating expense

38. Name the 8 sins of waste.
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

39. What do teams need to be successful?
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
308 -000 defects per million
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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

40. Much of the information we receive comes in qualitative or quantitative form?
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.
Qualitative
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

41. Name 5 items in Facilitating
Work in Process
Time
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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

42. Six Sigma Key Roles
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Time someone is "hands on" to a product or process.
Amount of variation in a process around the mean value for that process
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

43. Population
Japanese concept for mistake proofing.
Duration: 3-5 days. Size of team: 4 -12
The middle of the population.
A statistical complete set of all items of interest. Denoted as N.

44. What is the definition of a SIPOC?
66 -800 defects per million
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

45. What is one of the biggest pitfalls in sampling collection?
Bias
A statistical complete set of all items of interest. Denoted as N.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

46. Within the 8 wastes - __________ is a significant factor
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Time
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

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

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48. Name 5 items in Managing
Time someone is "hands on" to a product or process.
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
Time
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

49. What are the 5 actuals?
The middle of the population.
A statistical complete set of all items of interest. Denoted as N.
Ask for ideas about how to accomplish a task.
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.

50. What does Kaizen mean?
Continuous incremental improvements.
690 -000 defects per million
Bias
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