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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.
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. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
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
1. Throughput 2. Inventory 3. Operating expense

2. Describe the concept of takt time and how would you calculate it?
Continuous data where there are no gaps between possible values.
Top down Flow chart.
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
Japanese concept for mistake proofing.

3. What are the 5 CTXs
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
308 -000 defects per million
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

4. Six Sigma
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
Discrete data where there are gaps between possible values.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

5. When would you use Lean vs. DMAIC vs. DFSS?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Bias
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.
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.

6. Value-Add - Definition and Example(s)
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
The most frequently occurring value.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
A project charter

7. What are TOC measures of progress?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Duration: 3-5 days. Size of team: 4 -12
Prepare - Conduct/Facilitate - Action Items - Follow up
1. Throughput 2. Inventory 3. Operating expense

8. A SIPOC is a good tool to use before doing what?
A project charter
Discrete data where there are gaps between possible values.
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.
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.

9. Mode
66 -800 defects per million
The most frequently occurring value.
Anything that impedes throughput.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

10. What is one of the biggest pitfalls in sampling collection?
Bias
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.
1. Accuracy. 2. Precision. 3. Stability.

11. What does Little's Law say?
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.
Time to get through a process
A project charter
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.

12. What does TOC stand for?
Theory of Constraints.
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
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.

13. What are the key elements of a good project charter?
Top down Flow chart.
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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

14. Cycle Time
6 -210 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.
690 -000 defects per million
Time to get through a process

15. Median
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.
A statistical subset of elements from the population. 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

16. Name the 8 sins of waste.
Bias
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
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.

17. What are the 5S of workplace organization?
Anything that impedes throughput.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

18. What are the duration and the size of a typical team in a Kaizen/RIE?
Duration: 3-5 days. Size of team: 4 -12
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
The middle of the population.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

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

20. Population
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.
Discrete data where there are gaps between possible values.
A statistical complete set of all items of interest. Denoted as N.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

21. What should I look for in Bottom up identification?
Time
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
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.

22. 6 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.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
3.4 defects per million
A statistical complete set of all items of interest. Denoted as N.

23. What can be the suggested causes on a fishbone diagram?
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Man - Method - Machine - Material - Measurement - Mother Nature
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.
Japanese concept for mistake proofing.

24. Project information must be collected in what form?
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
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
Quantitative
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

25. What are some of the Lean Principles?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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. 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.
308 -000 defects per million

26. Good customer requirements are ____________ and ______________
needs - requirements
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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. Accuracy. 2. Precision. 3. Stability.

27. What is critical to performing value analysis?
A good process map.
Ask for ideas about how to accomplish a task.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
The most frequently occurring value.

28. Name 5 items in Managing
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
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

29. Scatter diagrams
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.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

30. What steps should you follow to run effective meetings?
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
Using descriptive statistics to make educated guesses about the future.
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.

31. 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.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Qualitative
Ask for ideas about how to accomplish a task.

32. Name a few barriers to success.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
Discrete data where there are gaps between possible values.
Man - Method - Machine - Material - Measurement - Mother Nature

33. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
690 -000 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
The middle of the population.

34. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Theory of Constraints.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

35. 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.
A statistical complete set of all items of interest. Denoted as N.
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.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

36. Control Charts
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
1. Value Added. 2. Non-Value Added. 3. Business Value.
Prepare - Conduct/Facilitate - Action Items - Follow up

37. What are the 3 forms of value (customer perspective)?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
66 -800 defects per million
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Value Added. 2. Non-Value Added. 3. Business Value.

38. Poke Yoke
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.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Japanese concept for mistake proofing.

39. Mean
Average of the population or sample.
A statistical subset of elements from the population. Denoted as n.
Discrete data where there are gaps between possible values.
690 -000 defects per million

40. How can you ensure that your process stays within control?
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.
Consensus
Ongoing measurements - build mistake proofing - build a control plan
Time to get through a process

41. Sample
Amount of variation in a process around the mean value for that process
A project charter
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.

42. Touch 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 someone is "hands on" to a product or process.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Continuous data where there are no gaps between possible values.

43. What is an MGPP and when is it useful?
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
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.
Duration: 3-5 days. Size of team: 4 -12
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

44. Population
308 -000 defects per million
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_

45. 1 Sigma
690 -000 defects per million
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

46. What are the 5 actuals?
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.
Phase containment effectiveness (ability to catch errors in a phase)
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. 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.

47. What are the 8 forms of waste (muda)?
Man - Method - Machine - Material - Measurement - Mother Nature
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Using descriptive statistics to make educated guesses about the future.

48. What are the 7 Wastes? Provide an example of 2 of the wastes
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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
roduction Lead Time (total time to provide value non-value add time + value add time)_
Anything that impedes throughput.

49. What are the three CPI methodologies?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
needs - requirements
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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.

50. Descriptive Statistics
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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 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.
Describing a set of data with graphs and a few summary numbers.