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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 TOC measures of progress?
1. Throughput 2. Inventory 3. Operating expense
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.
308 -000 defects per million
A statistical subset of elements from the population. Denoted as n.

2. Business Value Add - Definition and Example(s)
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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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

3. Sample
A statistical subset of elements from the population. Denoted as n.
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
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

4. Cycle Time
Time to get through a process
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
66 -800 defects per million

5. What is WIP?
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.
Describing a set of data with graphs and a few summary numbers.
Work in Process

6. Six Sigma Key Roles
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

7. What are the 7 Wastes? Provide an example of 2 of the wastes
The middle of the population.
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 to get through a process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

8. 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.
1. Accuracy. 2. Precision. 3. Stability.
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. Define 2. Measure 3. Analyze 4. Improve 5. Control

9. Name the 5 TOC focusing steps.

10. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
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.
A statistical subset of elements from the population. Denoted as n.

11. Project information must be collected in what form?
Quantitative
Consensus
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

12. Attribute Data
Qualitative
A project charter
Japanese concept for mistake proofing.
Discrete data where there are gaps between possible values.

13. Name the 5 TOC focusing steps.

14. Mean
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Average of the population or sample.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

15. Does not have to be the "best" solution but one all can "live" with.
Consensus
308 -000 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
Ask for ideas about how to accomplish a task.

16. What are the duration and the size of a typical team in a Kaizen/RIE?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
A statistical subset of elements from the population. Denoted as n.
Duration: 3-5 days. Size of team: 4 -12
Consensus

17. What is PLT?
Ongoing measurements - build mistake proofing - build a control plan
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.
Time

18. Describe the concept of takt time and how would you calculate it?
A project charter
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Discrete data where there are gaps between possible values.
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

19. Variable data
Amount of variation in a process around the mean value for that process
Top down Flow chart.
Continuous data where there are no gaps between possible values.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

20. What are the 5S of workplace organization?
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Accuracy. 2. Precision. 3. Stability.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

21. What are the stages of team growth?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
A statistical subset of elements from the population. Denoted as n.

22. Name the 3 desired measurement properties.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Accuracy. 2. Precision. 3. Stability.
66 -800 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature

23. When would you use Lean vs. DMAIC vs. DFSS?
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
RPN = Criticality Frequency Detection

24. Sample
RPN = Criticality Frequency Detection
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.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
A statistical subset of elements from the population. Denoted as n.

25. Name 5 items in Facilitating
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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

26. Descriptive Statistics
A good process map.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A statistical subset of elements from the population. Denoted as n.
Describing a set of data with graphs and a few summary numbers.

27. Good customer requirements are ____________ and ______________
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
A statistical complete set of all items of interest. Denoted as N.
needs - requirements
Average of the population or sample.

28. Name a few barriers to success.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Average of the population or sample.
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.

29. 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.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new 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.

30. Mode
The most frequently occurring value.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
A statistical subset of elements from the population. Denoted as n.

31. What is a Kaizen event?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
A statistical complete set of all items of interest. Denoted as N.

32. What do SMART goals stand for?
Continuous data where there are no gaps between possible values.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

33. What does TOC stand for?
Duration: 3-5 days. Size of team: 4 -12
Theory of Constraints.
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.
66 -800 defects per million

34. 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
The middle of the population.
Bias
1. Accuracy. 2. Precision. 3. Stability.

35. 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.
3.4 defects per million
Bias
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

36. Population
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.
The middle of the population.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

37. 7 Quality Tools
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Duration: 3-5 days. Size of team: 4 -12
6 -210 defects per million

38. What should I look for in Bottom up identification?
Japanese concept for mistake proofing.
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
Phase containment effectiveness (ability to catch errors in a phase)
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.

39. Scatter diagrams
Qualitative
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

40. What does Little's Law say?
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.
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.
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
Theory of Constraints.

41. What are the key elements of a good project charter?
A statistical complete set of all items of interest. Denoted as N.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time
A statistical subset of elements from the population. Denoted as n.

42. 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.
Amount of variation in a process around the mean value for that process
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

43. What is an MGPP and when is it useful?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Time to get through a 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
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

44. What are the 5 CTXs
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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. 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.
Discrete data where there are gaps between possible values.

45. What is the definition of a SIPOC?
Qualitative
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

46. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
A project charter
Top down Flow chart.
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
Amount of variation in a process around the mean value for that process

47. Control Charts
The middle of the population.
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

48. What is a constraint?
Using descriptive statistics to make educated guesses about the future.
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.
RPN = Criticality Frequency Detection
Anything that impedes throughput.

49. Formula for Risk Priority Modes
Continuous incremental improvements.
RPN = Criticality Frequency Detection
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

50. Theory of constraints
Anything that impedes throughput.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control