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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. Good customer requirements are ____________ and ______________
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
needs - requirements
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

2. What is PCE?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Amount of variation in a process around the mean value for that process
Phase containment effectiveness (ability to catch errors in a phase)

3. What is one of the biggest pitfalls in sampling collection?
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Bias
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Work in Process

4. What does Gemba mean?
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
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
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 are the three CPI methodologies?
Phase containment effectiveness (ability to catch errors in a phase)
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Accuracy. 2. Precision. 3. Stability.
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.

6. What does Little's Law say?
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
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A statistical complete set of all items of interest. 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.

7. Name 3 prioritization tools
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Man - Method - Machine - Material - Measurement - Mother Nature
Amount of variation in a process around the mean value for that process
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

8. 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. Throughput 2. Inventory 3. Operating expense
A good process map.
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

9. Descriptive Statistics
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.
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
690 -000 defects per million

10. Inferential Statistics
308 -000 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Using descriptive statistics to make educated guesses about the future.
Discrete data where there are gaps between possible values.

11. Project information must be collected in what form?
Average of the population or sample.
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
Quantitative
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

12. Poke Yoke
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Time to get through a process
Japanese concept for mistake proofing.
A statistical subset of elements from the population. Denoted as n.

13. 7 Quality Tools
Work in Process
needs - requirements
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

14. What are some of the Lean Principles?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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. 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.

15. What is PLT?
Phase containment effectiveness (ability to catch errors in a phase)
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
roduction Lead Time (total time to provide value non-value add time + value add time)_

16. Name the 8 sins of waste.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Quantitative
1. Throughput 2. Inventory 3. Operating expense
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. Cycle Time
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Man - Method - Machine - Material - Measurement - Mother Nature
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Time to get through a process

18. Much of the information we receive comes in qualitative or quantitative form?
3.4 defects per million
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
Using descriptive statistics to make educated guesses about the future.
Qualitative

19. Sigma
Duration: 3-5 days. Size of team: 4 -12
308 -000 defects per million
Amount of variation in a process around the mean value for that process
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

20. What steps should you follow to run effective meetings?
A statistical subset of elements from the population. Denoted as n.
A statistical complete set of all items of interest. Denoted as N.
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

21. Describe the concept of takt time and how would you calculate it?
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
Phase containment effectiveness (ability to catch errors in a phase)
Prepare - Conduct/Facilitate - Action Items - Follow up
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.

22. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
6 -210 defects per million
Quantitative
The most frequently occurring value.

23. Six Sigma
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

24. What is a constraint?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Ask for ideas about how to accomplish a task.
Anything that impedes throughput.
1. Throughput 2. Inventory 3. Operating expense

25. 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
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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.
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.

26. Name the 5 TOC focusing steps.

27. 2 Sigma
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
308 -000 defects per million
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

28. Population
A statistical subset of elements from the population. Denoted as n.
A statistical complete set of all items of interest. Denoted as N.
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

29. What are the 3 forms of value (customer perspective)?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Ongoing measurements - build mistake proofing - build a control plan
1. Value Added. 2. Non-Value Added. 3. Business Value.
Discrete data where there are gaps between possible values.

30. What is critical to performing value analysis?
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Discrete data where there are gaps between possible values.
A good process map.
Time

31. What should I look for in Bottom up identification?
Discrete data where there are gaps between possible values.
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.
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.

32. What do teams need to be successful?
Describing a set of data with graphs and a few summary numbers.
Qualitative
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.

33. What are the 5S of workplace organization?
Ongoing measurements - build mistake proofing - build a control plan
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
roduction Lead Time (total time to provide value non-value add time + value add time)_

34. What are the 8 forms of waste (muda)?
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
Man - Method - Machine - Material - Measurement - Mother Nature
Work in Process

35. What does Kaizen mean?
Time to get through a process
Continuous incremental improvements.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

36. What is a Measurement System Analysis (MSA)?
The middle of the population.
A good process map.
1. Accuracy. 2. Precision. 3. Stability.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

37. What is the definition of a SIPOC?
Anything that impedes throughput.
Theory of Constraints.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

38. What is WIP?
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Bias
Work in Process
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.

39. Theory of constraints
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 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
Qualitative
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

40. What are TOC measures of progress?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Using descriptive statistics to make educated guesses about the future.
1. Throughput 2. Inventory 3. Operating expense
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

41. Touch Time
308 -000 defects per million
230 defects per million
Time someone is "hands on" to a product or process.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

42. Population
A statistical complete set of all items of interest. Denoted as N.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Work in Process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

43. 6 Sigma
3.4 defects per million
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Continuous incremental improvements.

44. What does TOC stand for?
A statistical subset of elements from the population. Denoted as n.
roduction Lead Time (total time to provide value non-value add time + value add time)_
A good process map.
Theory of Constraints.

45. Control Charts
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Work in Process

46. Scatter diagrams
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.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Japanese concept for mistake proofing.

47. Name the 5 TOC focusing steps.

48. Mean
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
RPN = Criticality Frequency Detection
Average of the population or sample.
Describing a set of data with graphs and a few summary numbers.

49. Formula for Risk Priority Modes
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
RPN = Criticality Frequency Detection

50. 3 Sigma
roduction Lead Time (total time to provide value non-value add time + value add time)_
66 -800 defects per million
Work in Process
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.