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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.
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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 are the three CPI methodologies?
RPN = Criticality Frequency Detection
Duration: 3-5 days. Size of team: 4 -12
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

2. Name 5 items in Facilitating
6 -210 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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
The most frequently occurring value.

3. Attribute Data
Qualitative
Discrete data where there are gaps between possible values.
Prepare - Conduct/Facilitate - Action Items - Follow up
230 defects per million

4. Project information must be collected in what form?
Bias
The middle of the population.
Continuous data where there are no gaps between possible values.
Quantitative

5. What does TOC stand for?
Describing a set of data with graphs and a few summary numbers.
3.4 defects per million
Theory of Constraints.
Bias

6. 5 Sigma
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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
230 defects per million
Amount of variation in a process around the mean value for that process

7. Theory of constraints
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.
Discrete data where there are gaps between possible values.
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.

8. Name the 5 TOC focusing steps.

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9. What is WIP?
Work in Process
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
230 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature

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

11. Poke Yoke
Work in 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
Japanese concept for mistake proofing.
RPN = Criticality Frequency Detection

12. What are some of the Lean Principles?
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Qualitative
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

13. 3 Sigma
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 someone is "hands on" to a product or process.
A statistical subset of elements from the population. Denoted as n.

14. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
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.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

15. 2 Sigma
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
3.4 defects per million
308 -000 defects per million

16. What does Gemba mean?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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.
Continuous incremental improvements.
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

17. What does Little's Law say?
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
230 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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.

18. Population
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Continuous data where there are no gaps between possible values.
A statistical complete set of all items of interest. Denoted as N.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

19. When would you use Lean vs. DMAIC vs. DFSS?
230 defects per million
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new 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
Quantitative

20. What is a Measurement System Analysis (MSA)?
Time to get through a process
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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
Describing a set of data with graphs and a few summary numbers.

21. Much of the information we receive comes in qualitative or quantitative form?
308 -000 defects per million
A statistical subset of elements from the population. Denoted as n.
Qualitative
Quantitative

22. Formula for Risk Priority Modes
RPN = Criticality Frequency Detection
A project charter
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Qualitative

23. What are the 5 actuals?
Describing a set of data with graphs and a few summary numbers.
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. 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

24. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
The middle of the population.
Time
A good process map.

25. Name a few barriers to success.
Continuous data where there are no gaps between possible values.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Ask for ideas about how to accomplish a task.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

26. Sample
A statistical subset of elements from the population. Denoted as n.
Amount of variation in a process around the mean value for that process
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

27. 4 Sigma
Top down Flow chart.
6 -210 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

28. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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.
1. Accuracy. 2. Precision. 3. Stability.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

29. Does not have to be the "best" solution but one all can "live" with.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Consensus
Top down Flow chart.

30. What is PCE?
Ongoing measurements - build mistake proofing - build a control plan
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Phase containment effectiveness (ability to catch errors in a phase)
The middle of the population.

31. 6 Sigma
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
3.4 defects per million
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 complete set of all items of interest. Denoted as N.

32. What can be the suggested causes on a fishbone diagram?
A statistical subset of elements from the population. Denoted as n.
Man - Method - Machine - Material - Measurement - Mother Nature
Quantitative
Prepare - Conduct/Facilitate - Action Items - Follow up

33. Cycle Time
Time to get through a process
Japanese concept for mistake proofing.
Amount of variation in a process around the mean value for that process
Discrete data where there are gaps between possible values.

34. What are the stages of team growth?
Top down Flow chart.
Time
The middle of the population.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

35. A SIPOC is a good tool to use before doing what?
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
A project charter
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
needs - requirements

36. Mode
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
The most frequently occurring value.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Work in Process

37. What is an MGPP and when is it useful?
Ongoing measurements - build mistake proofing - build a control plan
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
Continuous incremental improvements.

38. What is the definition of a SIPOC?
A statistical subset of elements from the population. Denoted as n.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Ask for ideas about how to accomplish a task.
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.

39. Value-Add - Definition and Example(s)
1. Throughput 2. Inventory 3. Operating expense
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
Theory of Constraints.

40. Name the 3 desired measurement properties.
Bias
A project charter
Consensus
1. Accuracy. 2. Precision. 3. Stability.

41. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
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
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

42. What are the 7 Wastes? Provide an example of 2 of the wastes
Duration: 3-5 days. Size of team: 4 -12
Phase containment effectiveness (ability to catch errors in a phase)
The middle of the population.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

43. Name the 8 sins of waste.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Average of the population or sample.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

44. What is used to determine the correct level of the process to value stream map - a vertical look at the 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
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
690 -000 defects per million
Top down Flow chart.

45. What does Kaizen mean?
Continuous incremental improvements.
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
308 -000 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.

46. Six Sigma Key Roles
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 most frequently occurring value.
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

47. What is one of the biggest pitfalls in sampling collection?
Consensus
RPN = Criticality Frequency Detection
Bias
Continuous incremental improvements.

48. What are the duration and the size of a typical team in a Kaizen/RIE?
230 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Duration: 3-5 days. Size of team: 4 -12
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

49. Facilitation
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
Top down Flow chart.
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

50. Descriptive Statistics
Work in Process
Time someone is "hands on" to a product or process.
Describing a set of data with graphs and a few summary numbers.
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