Test your basic knowledge |

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. Name 5 items in Managing
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.
Continuous data where there are no gaps between possible values.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

2. Within the 8 wastes - __________ is a significant factor
Time
Bias
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Describing a set of data with graphs and a few summary numbers.

3. Touch Time
Time someone is "hands on" to a product or 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. 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
Top down Flow chart.

4. What are the three CPI methodologies?
A statistical subset of elements from the population. Denoted as n.
Discrete data where there are gaps between possible values.
Average of the population or sample.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

5. What are TOC measures of progress?
1. Throughput 2. Inventory 3. Operating expense
Continuous incremental improvements.
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
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. Cycle Time
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
Time to get through a process
Discrete data where there are gaps between possible values.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

7. What is critical to performing value analysis?
Time
Consensus
66 -800 defects per million
A good process map.

8. What does TOC stand for?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Theory of Constraints.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Value Added. 2. Non-Value Added. 3. Business Value.

9. What is the definition of a SIPOC?
Top down Flow chart.
Quantitative
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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

10. 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.
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
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

11. What is a constraint?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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
Anything that impedes throughput.

12. What are the 7 Wastes? Provide an example of 2 of the wastes
Ongoing measurements - build mistake proofing - build a control plan
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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

13. What is a Kaizen event?
The most frequently occurring value.
230 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

14. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Quantitative
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.

15. What do SMART goals stand for?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

16. What does Little's Law say?
6 -210 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.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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.

17. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Theory of Constraints.
Average of the population or sample.

18. What are the stages of team growth?
roduction Lead Time (total time to provide value non-value add time + value add time)_
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

19. What is PLT?
Quantitative
Time
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

20. Variable data
Continuous data where there are no gaps between possible values.
The most frequently occurring value.
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.
RPN = Criticality Frequency Detection

21. Population
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.
A statistical complete set of all items of interest. Denoted as N.

22. Six Sigma Key Roles
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
The middle of the population.

23. What do teams need to be successful?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
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. 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

24. Theory of constraints
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Accuracy. 2. Precision. 3. Stability.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.

25. What does Kaizen mean?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Continuous incremental improvements.
Anything that impedes throughput.
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

26. Name the 8 sins of waste.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Theory of Constraints.

27. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
A project charter
Qualitative
A statistical subset of elements from the population. Denoted as n.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

28. Project information must be collected in what form?
Quantitative
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.
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

29. 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
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Qualitative
Describing a set of data with graphs and a few summary numbers.

30. Pareto Charts
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.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

31. What steps should you follow to run effective meetings?
1. Accuracy. 2. Precision. 3. Stability.
Japanese concept for mistake proofing.
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

32. 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.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Theory of Constraints.
Duration: 3-5 days. Size of team: 4 -12

33. What are the 5 actuals?
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. 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.
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.
Continuous incremental improvements.

34. What is PCE?
230 defects per million
6 -210 defects per million
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Phase containment effectiveness (ability to catch errors in a phase)

35. Median
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
The middle of the population.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

36. 6 Sigma
Time someone is "hands on" to a product or process.
Discrete data where there are gaps between possible values.
3.4 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

37. Name a few barriers to success.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A statistical subset of elements from the population. Denoted as n.
Top down Flow chart.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

38. Formula for Risk Priority Modes
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.
Using descriptive statistics to make educated guesses about the future.
A statistical complete set of all items of interest. Denoted as N.
RPN = Criticality Frequency Detection

39. What are the 5S of workplace organization?
Ask for ideas about how to accomplish a task.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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.
Work in Process

40. What does DMAIC stand for?
1. Throughput 2. Inventory 3. Operating expense
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A statistical subset of elements from the population. Denoted as n.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

41. Good customer requirements are ____________ and ______________
The most frequently occurring value.
A statistical subset of elements from the population. Denoted as n.
Time
needs - requirements

42. Descriptive Statistics
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.
Describing a set of data with graphs and a few summary numbers.
Japanese concept for mistake proofing.
A statistical subset of elements from the population. Denoted as n.

43. Population
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.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Duration: 3-5 days. Size of team: 4 -12

44. 2 Sigma
Anything that impedes throughput.
308 -000 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
RPN = Criticality Frequency Detection

45. What is WIP?
Using descriptive statistics to make educated guesses about the future.
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
Work in Process
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

46. 7 Quality Tools
690 -000 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

47. Does not have to be the "best" solution but one all can "live" with.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Consensus
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

48. Non Value Add - Definition and Example(s)

49. 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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

50. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
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.
Time to get through a process
Average of the population or sample.