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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. What is a constraint?
Anything that impedes throughput.
308 -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.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

2. Name the 5 TOC focusing steps.

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3. What are the 8 forms of waste (muda)?
A statistical subset of elements from the population. Denoted as n.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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 good process map.

4. What does TOC stand for?
Theory of Constraints.
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.
Continuous incremental improvements.

5. Pareto Charts
6 -210 defects per million
Duration: 3-5 days. Size of team: 4 -12
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

6. Describe the concept of takt time and how would you calculate it?
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
RPN = Criticality Frequency Detection
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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

7. What do teams need to be successful?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
6 -210 defects per million
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
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.

8. What should I look for in Bottom up identification?
Quantitative
1. Throughput 2. Inventory 3. Operating expense
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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.

9. 3 Sigma
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
66 -800 defects per million
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. Value Added. 2. Non-Value Added. 3. Business Value.

10. Mean
A good process map.
Bias
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Average of the population or sample.

11. Name 5 items in Facilitating
A statistical subset of elements from the population. Denoted as n.
RPN = Criticality Frequency Detection
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. 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

12. What is WIP?
Using descriptive statistics to make educated guesses about the future.
Work in Process
230 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

13. What does Gemba mean?
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. 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.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

14. What are the stages of team growth?
Average of the population or sample.
Qualitative
needs - requirements
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

15. What is the definition of a SIPOC?
1. Accuracy. 2. Precision. 3. Stability.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Quantitative

16. What steps should you follow to run effective meetings?
Prepare - Conduct/Facilitate - Action Items - Follow up
Duration: 3-5 days. Size of team: 4 -12
Ask for ideas about how to accomplish a task.
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

17. 7 Quality Tools
A statistical subset of elements from the population. Denoted as n.
230 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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.

18. Descriptive Statistics
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Describing a set of data with graphs and a few summary numbers.
A statistical subset of elements from the population. Denoted as n.
Quantitative

19. What are TOC measures of progress?
needs - requirements
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Throughput 2. Inventory 3. Operating expense
6 -210 defects per million

20. Project information must be collected in what form?
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
66 -800 defects per million
Quantitative
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

21. Population
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.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

22. 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
Continuous data where there are no gaps between possible values.
Theory of Constraints.

23. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Ask for ideas about how to accomplish a task.
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
Top down Flow chart.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

24. What are the key elements of a good project charter?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
230 defects per million
Continuous incremental improvements.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

25. 2 Sigma
Japanese concept for mistake proofing.
Phase containment effectiveness (ability to catch errors in a phase)
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
308 -000 defects per million

26. What are the steps in a communication plan development?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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
Time to get through a process
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

27. Much of the information we receive comes in qualitative or quantitative form?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Qualitative
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Top down Flow chart.

28. What are the three CPI methodologies?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Man - Method - Machine - Material - Measurement - Mother Nature
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)

29. What are the 3 forms of value (customer perspective)?
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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. Value Added. 2. Non-Value Added. 3. Business Value.

30. Six Sigma Key Roles
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Quantitative
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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.

31. Poke Yoke
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Japanese concept for mistake proofing.

32. 6 Sigma
3.4 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Discrete data where there are 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

33. Value-Add - Definition and Example(s)
Ongoing measurements - build mistake proofing - build a control plan
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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. Define 2. Measure 3. Analyze 4. Improve 5. Control

34. What are the duration and the size of a typical team in a Kaizen/RIE?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.
Duration: 3-5 days. Size of team: 4 -12

35. When would you use Lean vs. DMAIC vs. DFSS?
The most frequently occurring value.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Phase containment effectiveness (ability to catch errors in a phase)
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

36. Inferential Statistics
A project charter
Using descriptive statistics to make educated guesses about the future.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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.

37. Name the 8 sins of waste.
Time someone is "hands on" to a product or process.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Discrete data where there are gaps between possible values.

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

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39. What are the 5 actuals?
A statistical subset of elements from the population. Denoted as n.
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.
RPN = Criticality Frequency Detection
Prepare - Conduct/Facilitate - Action Items - Follow up

40. Touch Time
Time someone is "hands on" to a product or process.
690 -000 defects per million
Time to get through a process
Top down Flow chart.

41. Sigma
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Quantitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Amount of variation in a process around the mean value for that process

42. What does Kaizen mean?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Theory of Constraints.
308 -000 defects per million
Continuous incremental improvements.

43. Fishbone diagram (aka Ishikawa diagram)
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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
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
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

44. What is critical to performing value analysis?
Time to get through a process
roduction Lead Time (total time to provide value non-value add time + value add time)_
Time
A good process map.

45. Control Charts
Time someone is "hands on" to a product or process.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
230 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

46. Attribute Data
1. Accuracy. 2. Precision. 3. Stability.
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.
Theory of Constraints.

47. What is an MGPP and when is it useful?
Amount of variation in a process around the mean value for that process
Man - Method - Machine - Material - Measurement - Mother Nature
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
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

48. What is a Kaizen event?
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.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

49. What is PCE?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Phase containment effectiveness (ability to catch errors in a phase)
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

50. A SIPOC is a good tool to use before doing what?
A project charter
Theory of Constraints.
Continuous data where there are no gaps between possible values.
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.