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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. 4 Sigma
RPN = Criticality Frequency Detection
690 -000 defects per million
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

2. What does DMAIC stand for?
Continuous incremental improvements.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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. Define 2. Measure 3. Analyze 4. Improve 5. Control

3. What are the 7 Wastes? Provide an example of 2 of the wastes
Work in Process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

4. Sigma
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Amount of variation in a process around the mean value for that process
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

5. 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 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.
A good process map.

6. Six 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
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. Define 2. Measure 3. Analyze 4. Improve 5. Control
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

7. Population
Continuous data where there are no gaps between possible values.
A project charter
Prepare - Conduct/Facilitate - Action Items - Follow up
A statistical complete set of all items of interest. Denoted as N.

8. Variable data
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
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.
Continuous data where there are no gaps between possible values.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

9. Much of the information we receive comes in qualitative or quantitative form?
needs - requirements
Qualitative
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
roduction Lead Time (total time to provide value non-value add time + value add time)_

10. Cycle Time
Anything that impedes throughput.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Time to get through a process
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

11. 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.
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
RPN = Criticality Frequency Detection
Continuous data where there are no gaps between possible values.

12. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
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.
Qualitative
Discrete data where there are gaps between possible values.

13. Poke Yoke
690 -000 defects per million
1. Value Added. 2. Non-Value Added. 3. Business Value.
Japanese concept for mistake proofing.
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.

14. Project information must be collected in what form?
1. Throughput 2. Inventory 3. Operating expense
Qualitative
Quantitative
The middle of the population.

15. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
The middle of the population.
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.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

16. Name the 5 TOC focusing steps.

17. Median
The middle of the population.
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
6 -210 defects per million

18. What does Kaizen mean?
Continuous incremental improvements.
Anything that impedes throughput.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
6 -210 defects per million
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.

20. What does Little's Law say?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.

21. Attribute Data
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Discrete data where there are gaps between possible values.
Phase containment effectiveness (ability to catch errors in a phase)
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

22. How can you ensure that your process stays within control?
Japanese concept for mistake proofing.
Ongoing measurements - build mistake proofing - build a control plan
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Average of the population or sample.

23. Population
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
A statistical complete set of all items of interest. Denoted as N.
66 -800 defects per million

24. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
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.
A statistical complete set of all items of interest. Denoted as N.

25. What are the key elements of a good project charter?
Using descriptive statistics to make educated guesses about the future.
Duration: 3-5 days. Size of team: 4 -12
6 -210 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

26. What steps should you follow to run effective meetings?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Value Added. 2. Non-Value Added. 3. Business Value.

27. 3 Sigma
Bias
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
roduction Lead Time (total time to provide value non-value add time + value add time)_
66 -800 defects per million

28. Theory of constraints
Man - Method - Machine - Material - Measurement - Mother Nature
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

29. What does TOC stand for?
Theory of Constraints.
Average of the population or sample.
A statistical subset of elements from the population. Denoted as n.
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

30. What is a Measurement System Analysis (MSA)?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

31. Name the 5 TOC focusing steps.

32. A SIPOC is a good tool to use before doing what?
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.
A statistical subset of elements from the population. 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

33. What do teams need to be successful?
A statistical subset of elements from the population. Denoted as n.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Top down Flow chart.
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.

34. What is a Kaizen event?
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
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.
Time
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

35. What is WIP?
Work in Process
A good process map.
6 -210 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

36. Facilitation
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.
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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

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

38. Sample
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.
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. 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.

39. 1 Sigma
690 -000 defects per million
Time to get through a process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A project charter

40. Pareto Charts
Continuous incremental improvements.
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.
Ongoing measurements - build mistake proofing - build a control plan
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

41. When would you use Lean vs. DMAIC vs. DFSS?
Continuous incremental improvements.
308 -000 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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

42. Name 3 prioritization 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.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

43. What are the 5 CTXs
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Quantitative
The middle of the population.

44. What is PLT?
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.
The middle of the population.
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

45. 7 Quality Tools
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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

46. 2 Sigma
308 -000 defects per million
Time someone is "hands on" to a product or process.
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.
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

47. Inferential Statistics
Prepare - Conduct/Facilitate - Action Items - Follow up
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Consensus
Using descriptive statistics to make educated guesses about the future.

48. What are the 5S of workplace organization?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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.
Ongoing measurements - build mistake proofing - build a control plan
Discrete data where there are gaps between possible values.

49. Sample
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Accuracy. 2. Precision. 3. Stability.
A statistical subset of elements from the population. Denoted as n.
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

50. Value-Add - Definition and Example(s)
Quantitative
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
Amount of variation in a process around the mean value for that process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control