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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. 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.
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.

2. Mode
The most frequently occurring value.
Prepare - Conduct/Facilitate - Action Items - Follow up
Bias
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

3. Name 5 items in Managing
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Continuous data where there are no gaps between possible values.
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.

4. What are TOC measures of progress?
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. Throughput 2. Inventory 3. Operating expense
Qualitative
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.

5. What do teams need to be successful?
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
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.

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

7. What are the 5 actuals?
A good process map.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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. 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.

8. When would you use Lean vs. DMAIC vs. DFSS?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Discrete data where there are gaps between possible values.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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

9. What are the three CPI methodologies?
Japanese concept for mistake proofing.
Anything that impedes throughput.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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

10. Cycle 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
Time to get through a 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.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

11. What are some of the Lean Principles?
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. Throughput 2. Inventory 3. Operating expense
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.
Time

12. Six Sigma
Time
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. 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
A good process map.

13. Project information must be collected in what form?
Quantitative
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

14. Variable data
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Continuous data where there are no gaps between possible values.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

15. Name the 5 TOC focusing steps.

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16. Much of the information we receive comes in qualitative or quantitative form?
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
Qualitative
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
Ongoing measurements - build mistake proofing - build a control plan

17. What can be the suggested causes on a fishbone diagram?
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.
Man - Method - Machine - Material - Measurement - Mother Nature
Theory of Constraints.
Amount of variation in a process around the mean value for that process

18. Descriptive Statistics
1. Throughput 2. Inventory 3. Operating expense
Describing a set of data with graphs and a few summary numbers.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

19. What are the 5 CTXs
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.
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

20. Facilitation
The most frequently occurring 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.
Ask for ideas about how to accomplish a task.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

21. 2 Sigma
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
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
The middle of the population.

22. Control Charts
The middle of the population.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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.

23. What are the duration and the size of a typical team in a Kaizen/RIE?
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.
Duration: 3-5 days. Size of team: 4 -12
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

24. Poke Yoke
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.
308 -000 defects per million
3.4 defects per million
Japanese concept for mistake proofing.

25. A SIPOC is a good tool to use before doing what?
A project charter
Japanese concept for mistake proofing.
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
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

26. What are the 7 Wastes? Provide an example of 2 of the wastes
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Japanese concept for mistake proofing.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

27. 6 Sigma
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.
1. Accuracy. 2. Precision. 3. Stability.
3.4 defects per million

28. Name the 5 TOC focusing steps.

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29. Mean
Average of the population or sample.
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
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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. Describe the concept of takt time and how would you calculate it?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Time
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.
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

31. Scatter diagrams
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

32. What does DMAIC stand for?
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
A project charter
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

33. What is an MGPP and when is it useful?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.
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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

34. Sample
6 -210 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 statistical subset of elements from the population. Denoted as n.
Continuous incremental improvements.

35. Theory of constraints
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Work in Process
Time someone is "hands on" to a product or process.

36. Touch Time
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. Value Added. 2. Non-Value Added. 3. Business Value.
1. Throughput 2. Inventory 3. Operating expense
Time someone is "hands on" to a product or process.

37. 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.
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

38. What is one of the biggest pitfalls in sampling collection?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Bias

39. Good customer requirements are ____________ and ______________
needs - requirements
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.
Man - Method - Machine - Material - Measurement - Mother Nature
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

40. What does TOC stand for?
230 defects per million
Prepare - Conduct/Facilitate - Action Items - Follow up
Theory of Constraints.
Time someone is "hands on" to a product or process.

41. Business Value Add - Definition and Example(s)
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
Discrete data where there are gaps between possible values.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

42. What are the 3 forms of value (customer perspective)?
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 Added. 2. Non-Value Added. 3. Business Value.
RPN = Criticality Frequency Detection
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

43. What is critical to performing value analysis?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A good process map.
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

44. Fishbone diagram (aka Ishikawa diagram)
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. 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.
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. 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.

45. Median
Man - Method - Machine - Material - Measurement - Mother Nature
A statistical complete set of all items of interest. Denoted as N.
The middle of the population.
1. Value Added. 2. Non-Value Added. 3. Business Value.

46. 5 Sigma
230 defects per million
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
690 -000 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

47. Name the 3 desired measurement properties.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Accuracy. 2. Precision. 3. Stability.

48. What does Little's Law say?
Quantitative
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.
A statistical subset of elements from the population. Denoted as n.

49. Name the 8 sins of waste.
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.
A good process map.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Anything that impedes throughput.

50. 3 Sigma
66 -800 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
Man - Method - Machine - Material - Measurement - Mother Nature
Work in Process