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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 WIP?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Work in Process
1. Throughput 2. Inventory 3. Operating expense

2. Name the 3 desired measurement properties.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Accuracy. 2. Precision. 3. Stability.
Time to get through a 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.

3. Name 3 prioritization tools
Man - Method - Machine - Material - Measurement - Mother Nature
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
RPN = Criticality Frequency Detection
Continuous incremental improvements.

4. Value-Add - Definition and Example(s)
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
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.
Continuous incremental improvements.
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

5. Facilitation
Time to get through a process
230 defects per million
Ask for ideas about how to accomplish a task.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

6. Population
Top down Flow chart.
A statistical complete set of all items of interest. Denoted as N.
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

7. Six Sigma Key Roles
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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.
A statistical subset of elements from the population. Denoted as n.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

8. What are the duration and the size of a typical team in a Kaizen/RIE?
Describing a set of data with graphs and a few summary numbers.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Duration: 3-5 days. Size of team: 4 -12
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

9. Sample
Time someone is "hands on" to a product or process.
690 -000 defects per million
A statistical subset of elements from the population. Denoted as n.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

10. What do SMART goals stand for?
Ask for ideas about how to accomplish a task.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

11. When would you use Lean vs. DMAIC vs. DFSS?
Top down Flow chart.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
3.4 defects per million

12. What are the 5S of workplace organization?
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
Work in Process
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

13. What is one of the biggest pitfalls in sampling collection?
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Bias
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

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

15. Within the 8 wastes - __________ is a significant factor
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. 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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time

16. What are TOC measures of progress?
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Throughput 2. Inventory 3. Operating expense
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

17. What does TOC stand for?
Bias
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.
Consensus
Theory of Constraints.

18. 2 Sigma
The middle of the 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.
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
308 -000 defects per million

19. What can be the suggested causes on a fishbone diagram?
Prepare - Conduct/Facilitate - Action Items - Follow up
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.
Time to get through a process
Man - Method - Machine - Material - Measurement - Mother Nature

20. Name a few barriers to success.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Average of the population or sample.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. 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.

21. 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.
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
The middle of the population.
Man - Method - Machine - Material - Measurement - Mother Nature

22. Name the 5 TOC focusing steps.

23. 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
66 -800 defects per million
Time someone is "hands on" to a product or process.

24. Sample
Man - Method - Machine - Material - Measurement - Mother Nature
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.
230 defects per million

25. 5 Sigma
A project charter
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.
230 defects per million
Top down Flow chart.

26. Does not have to be the "best" solution but one all can "live" with.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
308 -000 defects per million
A project charter
Consensus

27. How can you ensure that your process stays within control?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Continuous incremental improvements.
Ongoing measurements - build mistake proofing - build a control plan
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.

28. What are the steps in a communication plan development?
Discrete data where there are gaps between possible values.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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 statistical subset of elements from the population. Denoted as n.

29. What are the 7 Wastes? Provide an example of 2 of the wastes
Duration: 3-5 days. Size of team: 4 -12
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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.

30. Name the 5 TOC focusing steps.

31. What does Kaizen mean?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Consensus
Theory of Constraints.
Continuous incremental improvements.

32. Name 5 items in Facilitating
Ask for ideas about how to accomplish a task.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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

33. Pareto Charts
1. Value Added. 2. Non-Value Added. 3. Business Value.
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
A statistical subset of elements from the population. Denoted as n.

34. Touch Time
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. 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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Time someone is "hands on" to a product or process.

35. 1 Sigma
690 -000 defects per million
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Top down Flow chart.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

36. 7 Quality Tools
Time someone is "hands on" to a product or process.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Continuous incremental improvements.
Ongoing measurements - build mistake proofing - build a control plan

37. What should I look for in Bottom up identification?
Duration: 3-5 days. Size of team: 4 -12
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.
Man - Method - Machine - Material - Measurement - Mother Nature
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.

38. Poke Yoke
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Japanese concept for mistake proofing.
The most frequently occurring value.

39. Six Sigma
Qualitative
6 -210 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
RPN = Criticality Frequency Detection

40. Name the 8 sins of waste.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
roduction Lead Time (total time to provide value non-value add time + value add time)_

41. Descriptive Statistics
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Anything that impedes throughput.
Describing a set of data with graphs and a few summary numbers.

42. Scatter diagrams
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
690 -000 defects per million
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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.

43. What are the 8 forms of waste (muda)?
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.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Accuracy. 2. Precision. 3. Stability.

44. What are the 5 actuals?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
6 -210 defects per million
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

45. What is PLT?
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Value Added. 2. Non-Value Added. 3. Business Value.

46. Formula for Risk Priority Modes
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
RPN = Criticality Frequency Detection
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.
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.

47. Project information must be collected in what form?
Quantitative
Time
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Time someone is "hands on" to a product or process.

48. Median
A statistical subset of elements from the population. Denoted as n.
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
Amount of variation in a process around the mean value for that process
The middle of the population.

49. What are the key elements of a good project charter?
Continuous data where there are no gaps between possible values.
Time someone is "hands on" to a product or process.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

50. Business Value Add - Definition and Example(s)
3.4 defects per million
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.