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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 is the definition of a SIPOC?
A statistical complete set of all items of interest. Denoted as N.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Phase containment effectiveness (ability to catch errors in a phase)
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

2. Pareto Charts
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.
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
230 defects per million

3. What does Gemba mean?
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.
308 -000 defects per million
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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.

4. What are the 7 Wastes? Provide an example of 2 of the wastes
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
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

5. Attribute Data
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
Man - Method - Machine - Material - Measurement - Mother Nature
Discrete data where there are gaps between possible values.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

6. What are some of the Lean Principles?
Phase containment effectiveness (ability to catch errors in a phase)
Anything that impedes throughput.
A statistical subset of elements from the population. 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.

7. What are TOC measures of progress?
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.
Top down Flow chart.
1. Throughput 2. Inventory 3. Operating expense
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.

8. Name 5 items in Managing
A statistical subset of elements from the population. Denoted as n.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Ongoing measurements - build mistake proofing - build a control plan
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 is PCE?
Continuous incremental improvements.
Ask for ideas about how to accomplish a task.
1. Throughput 2. Inventory 3. Operating expense
Phase containment effectiveness (ability to catch errors in a phase)

10. What should I look for in Bottom up identification?
The most frequently occurring 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.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
A project charter

11. What does DMAIC stand for?
A project charter
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
Time
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

12. 1 Sigma
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
690 -000 defects per million
Ask for ideas about how to accomplish a task.
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.

13. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Ongoing measurements - build mistake proofing - build a control plan
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
The most frequently occurring value.

14. Name 5 items in Facilitating
Discrete data where there are gaps between possible values.
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
A good process map.
690 -000 defects per million

15. Name the 8 sins of waste.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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. 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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

16. What does TOC stand for?
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. 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.
Theory of Constraints.
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

17. 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.
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

18. Does not have to be the "best" solution but one all can "live" with.
Consensus
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.
Average of the population or sample.
Phase containment effectiveness (ability to catch errors in a phase)

19. Name a few barriers to success.
The middle of the population.
Average of the population or sample.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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

20. Six Sigma Key Roles
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

21. Mean
The middle of the population.
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.
Average of the population or sample.
Continuous incremental improvements.

22. What does Kaizen mean?
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
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
Continuous incremental improvements.
Ongoing measurements - build mistake proofing - build a control plan

23. Business Value Add - Definition and Example(s)
The middle of the population.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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
Continuous data where there are no gaps between possible values.

24. Value-Add - Definition and Example(s)
66 -800 defects per million
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. Value Added. 2. Non-Value Added. 3. Business Value.
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

25. Good customer requirements are ____________ and ______________
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
needs - requirements
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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

26. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Top down Flow chart.
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.
Theory of Constraints.
Japanese concept for mistake proofing.

27. What is WIP?
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
Work in Process
690 -000 defects per million

28. A SIPOC is a good tool to use before doing what?
Ask for ideas about how to accomplish a task.
A project charter
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Amount of variation in a process around the mean value for that process

29. Inferential Statistics
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Using descriptive statistics to make educated guesses about the future.
Time someone is "hands on" to a product or process.
Ongoing measurements - build mistake proofing - build a control plan

30. 5 Sigma
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
230 defects per million
Phase containment effectiveness (ability to catch errors in a phase)
Bias

31. What are the duration and the size of a typical team in a Kaizen/RIE?
Duration: 3-5 days. Size of team: 4 -12
Continuous incremental improvements.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.

32. Much of the information we receive comes in qualitative or quantitative form?
Theory of Constraints.
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.
Qualitative
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

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

34. Descriptive Statistics
1. Value Added. 2. Non-Value Added. 3. Business Value.
Describing a set of data with graphs and a few summary numbers.
Discrete data where there are gaps between possible values.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

35. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
308 -000 defects per million
Time

36. Fishbone diagram (aka Ishikawa diagram)
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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

37. Poke Yoke
A statistical subset of elements from the population. Denoted as n.
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
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
Japanese concept for mistake proofing.

38. What is one of the biggest pitfalls in sampling collection?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Amount of variation in a process around the mean value for that process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Bias

39. What is a Kaizen event?
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
Work in Process
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
A good process map.

40. 6 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
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. Value Added. 2. Non-Value Added. 3. Business Value.
3.4 defects per million

41. 4 Sigma
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Consensus
6 -210 defects per million
Discrete data where there are gaps between possible values.

42. Name the 3 desired measurement properties.
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. Accuracy. 2. Precision. 3. Stability.
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 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

43. Mode
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
The most frequently occurring value.
Top down Flow chart.
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.

44. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
A good process map.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
A statistical subset of elements from the population. Denoted as n.
needs - requirements
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

46. Variable data
Time to get through a process
Prepare - Conduct/Facilitate - Action Items - Follow up
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 data where there are no gaps between possible values.

47. What are the 5 actuals?
230 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
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.

48. What are the 5 CTXs
The most frequently occurring value.
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
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

49. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Accuracy. 2. Precision. 3. Stability.
Continuous incremental improvements.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

50. Six Sigma
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
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. 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.
RPN = Criticality Frequency Detection