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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. 1 Sigma
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Time someone is "hands on" to a product or process.
6 -210 defects per million
690 -000 defects per million

2. How can you ensure that your process stays within control?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Ongoing measurements - build mistake proofing - build a control plan
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Time

3. 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.
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.
3.4 defects per million
Time

4. Facilitation
6 -210 defects per million
Average of the population or sample.
Continuous incremental improvements.
Ask for ideas about how to accomplish a task.

5. What are the steps in a communication plan development?
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
690 -000 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Duration: 3-5 days. Size of team: 4 -12

6. Theory of constraints
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A project charter
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

7. Sample
Time to get through a process
A statistical subset of elements from the population. Denoted as n.
needs - requirements
690 -000 defects per million

8. Formula for Risk Priority Modes
needs - requirements
Prepare - Conduct/Facilitate - Action Items - Follow up
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
RPN = Criticality Frequency Detection

9. Project information must be collected in what form?
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.
Quantitative
308 -000 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

10. Pareto Charts
needs - requirements
Bias
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.
230 defects per million

11. Population
A statistical complete set of all items of interest. Denoted as N.
230 defects per million
1. Value Added. 2. Non-Value Added. 3. Business Value.
Theory of Constraints.

12. Attribute Data
Phase containment effectiveness (ability to catch errors in a phase)
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.
66 -800 defects per million

13. Name the 5 TOC focusing steps.

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14. Name the 3 desired measurement properties.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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. Accuracy. 2. Precision. 3. Stability.
A good process map.

15. What can be the suggested causes on a fishbone diagram?
Describing a set of data with graphs and a few summary numbers.
Amount of variation in a process around the mean value for that process
Man - Method - Machine - Material - Measurement - Mother Nature
Consensus

16. Sample
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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
A statistical subset of elements from the population. 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.

17. A SIPOC is a good tool to use before doing what?
A project charter
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A statistical complete set of all items of interest. Denoted as N.

18. Does not have to be the "best" solution but one all can "live" with.
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 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
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
Consensus

19. 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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Average of the population or sample.

20. Poke Yoke
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Japanese concept for mistake proofing.
Phase containment effectiveness (ability to catch errors in a phase)
3.4 defects per million

21. What does Little's Law say?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Work in Process
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
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.

22. Cycle Time
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
A statistical subset of elements from the population. Denoted as n.

23. What are the 5 CTXs
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Throughput 2. Inventory 3. Operating expense
Time someone is "hands on" to a product or process.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

24. Mean
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.
Continuous incremental improvements.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

25. 5 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
6 -210 defects per million
A statistical subset of elements from the population. Denoted as n.
230 defects per million

26. Within the 8 wastes - __________ is a significant factor
Consensus
Time
Duration: 3-5 days. Size of team: 4 -12
Anything that impedes throughput.

27. 7 Quality Tools
690 -000 defects per million
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

28. 2 Sigma
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.
308 -000 defects per million
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

29. Much of the information we receive comes in qualitative or quantitative form?
Using descriptive statistics to make educated guesses about the future.
Qualitative
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
A statistical complete set of all items of interest. Denoted as N.

30. Name 5 items in Managing
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
needs - requirements
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Bias

31. 3 Sigma
6 -210 defects per million
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
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

32. When would you use Lean vs. DMAIC vs. DFSS?
66 -800 defects per million
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

33. Name 5 items in Facilitating
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.

34. What is a constraint?
3.4 defects per million
Anything that impedes throughput.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
The middle of the population.

35. What should I look for in Bottom up identification?
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Time

36. What are the stages of team growth?
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

37. What is one of the biggest pitfalls in sampling collection?
Time someone is "hands on" to a product or 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.
Bias
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.

38. What are the duration and the size of a typical team in a Kaizen/RIE?
Prepare - Conduct/Facilitate - Action Items - Follow up
Duration: 3-5 days. Size of team: 4 -12
Time someone is "hands on" to a product or process.
Amount of variation in a process around the mean value for that process

39. Population
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
The middle of the population.
Man - Method - Machine - Material - Measurement - Mother Nature
A statistical complete set of all items of interest. Denoted as N.

40. Touch Time
Time someone is "hands on" to a product or process.
66 -800 defects per million
Bias
A statistical subset of elements from the population. Denoted as n.

41. Variable data
A good process map.
Continuous data where there are no 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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

42. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Top down Flow chart.
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.
Anything that impedes throughput.

43. What are the 5S of workplace organization?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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
A statistical subset of elements from the population. Denoted as n.

44. What is WIP?
Work in Process
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Bias
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

45. What steps should you follow to run effective meetings?
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
Prepare - Conduct/Facilitate - Action Items - Follow up
A statistical complete set of all items of interest. Denoted as N.

46. Describe the concept of takt time and how would you calculate it?
Amount of variation in a process around the mean value for that 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
Discrete data where there are gaps between possible values.
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

47. Descriptive Statistics
Describing a set of data with graphs and a few summary numbers.
690 -000 defects per million
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.
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

48. Six Sigma
needs - requirements
Consensus
690 -000 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

49. 4 Sigma
6 -210 defects per million
Theory of Constraints.
690 -000 defects per million
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.

50. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
66 -800 defects per million
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