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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. Mean
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Average of the population or sample.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
needs - requirements

2. Mode
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 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.
Top down Flow chart.

3. Formula for Risk Priority Modes
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.
RPN = Criticality Frequency Detection
A good process map.

4. Name the 3 desired measurement properties.
Time to get through a process
1. Accuracy. 2. Precision. 3. Stability.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Using descriptive statistics to make educated guesses about the future.

5. Population
A statistical subset of elements from the population. Denoted as n.
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

6. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
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 project charter
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.

7. What is an MGPP and when is it useful?
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.
6 -210 defects per million
66 -800 defects per million
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

8. Business 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
A statistical complete set of all items of interest. Denoted as N.
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.
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.

9. 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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
A project charter
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

10. Within the 8 wastes - __________ is a significant factor
Time
Prepare - Conduct/Facilitate - Action Items - Follow up
Continuous data where there are no gaps between possible values.
The middle of the population.

11. 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.
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.
Theory of Constraints.

12. What can be the suggested causes on a fishbone diagram?
The most frequently occurring value.
Man - Method - Machine - Material - Measurement - Mother Nature
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
A project charter

13. Project information must be collected in what form?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Quantitative
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

14. What are the stages of team growth?
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
230 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature

15. What are the steps in a communication plan development?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

16. What does Gemba mean?
Prepare - Conduct/Facilitate - Action Items - Follow up
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.
Anything that impedes throughput.
Time to get through a process

17. What steps should you follow to run effective meetings?
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
Prepare - Conduct/Facilitate - Action Items - Follow up
Time
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

18. 3 Sigma
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
66 -800 defects per million
Discrete data where there are gaps between possible values.
Top down Flow chart.

19. Scatter diagrams
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
6 -210 defects per million

20. What are some of the Lean Principles?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Average of the population or sample.
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.
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

21. Does not have to be the "best" solution but one all can "live" with.
Consensus
A statistical subset of elements from the population. Denoted as n.
Duration: 3-5 days. Size of team: 4 -12
Bias

22. Sigma
Amount of variation in a process around the mean value for that process
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.
Discrete data where there are gaps between possible values.
A statistical subset of elements from the population. Denoted as n.

23. Name the 5 TOC focusing steps.

24. What do SMART goals stand for?
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.

25. Describe the concept of takt time and how would you calculate it?
A statistical subset of elements from the population. Denoted as n.
Quantitative
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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

26. 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
690 -000 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
A statistical subset of elements from the population. Denoted as n.

27. 5 Sigma
230 defects per million
Describing a set of data with graphs and a few summary numbers.
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.
Bias

28. What should I look for in Bottom up identification?
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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Time to get through a process
A statistical complete set of all items of interest. Denoted as N.

29. What are TOC measures of progress?
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. Throughput 2. Inventory 3. Operating expense
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Man - Method - Machine - Material - Measurement - Mother Nature

30. 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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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.
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.

31. Name 5 items in Managing
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
A statistical complete set of all items of interest. Denoted as N.
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 statistical complete set of all items of interest. Denoted as N.

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

33. Name 3 prioritization tools
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)_
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

34. Cycle Time
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
308 -000 defects per million
Time to get through a process
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.

35. What is a Measurement System Analysis (MSA)?
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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Ongoing measurements - build mistake proofing - build a control plan
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.

36. What are the three CPI methodologies?
6 -210 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

37. 2 Sigma
Ask for ideas about how to accomplish a task.
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
308 -000 defects per million
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

38. What is one of the biggest pitfalls in sampling collection?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Bias
Top down Flow chart.
A statistical complete set of all items of interest. Denoted as N.

39. What are the 8 forms of waste (muda)?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
66 -800 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Time to get through a process

40. Sample
A statistical subset of elements from the population. Denoted as n.
A good process map.
Theory of Constraints.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

41. What are the key elements of a good project charter?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

42. What is the definition of a SIPOC?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Quantitative
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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

43. Name a few barriers to success.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
needs - requirements
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.

44. Poke Yoke
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.
Japanese concept for mistake proofing.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

45. Pareto Charts
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. 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.
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.

46. Fishbone diagram (aka Ishikawa diagram)
Quantitative
Duration: 3-5 days. Size of team: 4 -12
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. Define 2. Measure 3. Analyze 4. Improve 5. Control

47. What is critical to performing value analysis?
Time someone is "hands on" to a product or process.
A good process map.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

48. What does Little's Law say?
Top down Flow chart.
Qualitative
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.
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

49. What does TOC stand for?
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.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
A statistical subset of elements from the population. Denoted as n.
Theory of Constraints.

50. 4 Sigma
Continuous incremental improvements.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
6 -210 defects per million
Using descriptive statistics to make educated guesses about the future.