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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. 5 Sigma
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
230 defects per million
66 -800 defects per million
Bias

2. Describe the concept of takt time and how would you calculate it?
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
Time someone is "hands on" to a product or process.
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
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. What does Gemba mean?
The most frequently occurring value.
A statistical subset of elements from the population. Denoted as n.
690 -000 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.

4. What are the key elements of a good project charter?
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
Continuous data where there are no gaps between possible values.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
690 -000 defects per million

5. What do SMART goals stand for?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Qualitative
Man - Method - Machine - Material - Measurement - Mother Nature

6. What are the 7 Wastes? Provide an example of 2 of the wastes
RPN = Criticality Frequency Detection
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
690 -000 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

7. Name 3 prioritization tools
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

8. Poke Yoke
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 complete set of all items of interest. Denoted as N.
Japanese concept for mistake proofing.
The most frequently occurring value.

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

10. 4 Sigma
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
A project charter
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
6 -210 defects per million

11. What are the 3 forms of value (customer perspective)?
308 -000 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Value Added. 2. Non-Value Added. 3. Business Value.
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

12. Name 5 items in Managing
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Quantitative

13. What are the 5S of workplace organization?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
The most frequently occurring value.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

14. Sample
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
A statistical subset of elements from the population. Denoted as n.
The most frequently occurring value.
Man - Method - Machine - Material - Measurement - Mother Nature

15. Cycle Time
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
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
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

16. Mode
The most frequently occurring value.
Ongoing measurements - build mistake proofing - build a control plan
Using descriptive statistics to make educated guesses about the future.
Time to get through a process

17. What are the 8 forms of waste (muda)?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

18. 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.
Ask for ideas about how to accomplish a task.
Ongoing measurements - build mistake proofing - build a control 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.

19. What does Little's Law say?
Continuous incremental improvements.
RPN = Criticality Frequency Detection
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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.

20. Does not have to be the "best" solution but one all can "live" with.
Continuous incremental improvements.
Consensus
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

21. What are the 5 actuals?
Man - Method - Machine - Material - Measurement - Mother Nature
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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

22. What are the stages of team growth?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.

23. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Ask for ideas about how to accomplish a task.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

24. Scatter diagrams
Consensus
Continuous incremental improvements.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

25. 1 Sigma
Bias
Using descriptive statistics to make educated guesses about the future.
690 -000 defects per million
3.4 defects per million

26. What are the duration and the size of a typical team in a Kaizen/RIE?
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
3.4 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Duration: 3-5 days. Size of team: 4 -12

27. How can you ensure that your process stays within control?
Duration: 3-5 days. Size of team: 4 -12
308 -000 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.
Ongoing measurements - build mistake proofing - build a control plan

28. What is PLT?
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Describing a set of data with graphs and a few summary numbers.

29. Business Value Add - Definition and Example(s)
Phase containment effectiveness (ability to catch errors in a phase)
Quantitative
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

30. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Throughput 2. Inventory 3. Operating expense
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
RPN = Criticality Frequency Detection

31. Name the 3 desired measurement properties.
Continuous data where there are no gaps between possible values.
1. Accuracy. 2. Precision. 3. Stability.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

32. Within the 8 wastes - __________ is a significant factor
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
66 -800 defects per million
Time

33. What is a Kaizen event?
A statistical subset of elements from the population. Denoted as n.
The middle of the population.
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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

34. Theory of constraints
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A statistical complete set of all items of interest. Denoted as N.
1. Accuracy. 2. Precision. 3. Stability.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

35. What does TOC stand for?
Work in Process
Theory of Constraints.
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.
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

36. What does Kaizen mean?
Continuous incremental improvements.
The most frequently occurring value.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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

37. What can be the suggested causes on a fishbone diagram?
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Man - Method - Machine - Material - Measurement - Mother Nature
A statistical subset of elements from the population. Denoted as n.
Average of the population or sample.

38. What is an MGPP and when is it useful?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Consensus
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

39. What is WIP?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Work in Process
A project charter
The most frequently occurring value.

40. Name the 5 TOC focusing steps.

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41. What is PCE?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Man - Method - Machine - Material - Measurement - Mother Nature
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Phase containment effectiveness (ability to catch errors in a phase)

42. What is critical to performing value analysis?
Quantitative
A good process map.
Duration: 3-5 days. Size of team: 4 -12
RPN = Criticality Frequency Detection

43. What does DMAIC stand for?
Japanese concept for mistake proofing.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
308 -000 defects per million

44. 6 Sigma
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
3.4 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
Continuous data where there are no gaps between possible values.

45. 3 Sigma
66 -800 defects per million
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

46. What are the three CPI methodologies?
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Value Added. 2. Non-Value Added. 3. Business Value.

47. Formula for Risk Priority Modes
RPN = Criticality Frequency Detection
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Using descriptive statistics to make educated guesses about the future.
Man - Method - Machine - Material - Measurement - Mother Nature

48. Name the 5 TOC focusing steps.

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49. Control Charts
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. 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.
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.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

50. Six Sigma
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
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.
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