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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 does Gemba mean?
The middle of the population.
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 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.
A statistical complete set of all items of interest. Denoted as N.

2. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Describing a set of data with graphs and a few summary numbers.
Top down Flow chart.
A statistical complete set of all items of interest. Denoted as N.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

3. Mode
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
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
The most frequently occurring value.

4. 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.
Duration: 3-5 days. Size of team: 4 -12
A statistical subset of elements from the population. Denoted as n.
Time to get through a process

5. What is VOC - VOB? What does it provide? What are three techniques you can use to gather it?
Quantitative
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

6. Six Sigma Key Roles
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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
needs - requirements
Anything that impedes throughput.

7. Business Value Add - Definition and Example(s)
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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. Accuracy. 2. Precision. 3. Stability.
A good process map.

8. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.

9. Name a few barriers to success.
RPN = Criticality Frequency Detection
Work in Process
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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

10. Facilitation
Time to get through a process
Man - Method - Machine - Material - Measurement - Mother Nature
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

11. 7 Quality Tools
690 -000 defects per million
A statistical complete set of all items of interest. Denoted as N.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

12. Population
A statistical complete set of all items of interest. Denoted as N.
3.4 defects per million
Time
The most frequently occurring value.

13. What are the key elements of a good project charter?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Quantitative
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Bias

14. What are TOC measures of progress?
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Top down Flow chart.
Quantitative
1. Throughput 2. Inventory 3. Operating expense

15. 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
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Top down Flow chart.
A project charter

16. Name the 3 desired measurement properties.
1. Accuracy. 2. Precision. 3. Stability.
690 -000 defects per million
RPN = Criticality Frequency Detection
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

17. 3 Sigma
66 -800 defects per million
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

18. What is the definition of a SIPOC?
Theory of Constraints.
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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.

19. Within the 8 wastes - __________ is a significant factor
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Time
A statistical subset of elements from the population. Denoted as n.

20. Six Sigma
230 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

21. What does Little's Law say?
66 -800 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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Amount of variation in a process around the mean value for that process

22. 4 Sigma
6 -210 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
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
Prepare - Conduct/Facilitate - Action Items - Follow up

23. How can you ensure that your process stays within control?
A statistical complete set of all items of interest. Denoted as N.
Japanese concept for mistake proofing.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Ongoing measurements - build mistake proofing - build a control plan

24. What are the 7 Wastes? Provide an example of 2 of the wastes
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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
308 -000 defects per million
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

25. Name the 8 sins of waste.
Average of the population or sample.
Work in Process
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Qualitative

26. Inferential Statistics
Using descriptive statistics to make educated guesses about the future.
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
Describing a set of data with graphs and a few summary numbers.

27. What are the stages of team growth?
A good process map.
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Continuous incremental improvements.

28. What are some of the Lean Principles?
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
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.
690 -000 defects per million
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

29. Variable data
Continuous data where there are no gaps between possible values.
Amount of variation in a process around the mean value for that process
RPN = Criticality Frequency Detection
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

30. What can be the suggested causes on a fishbone diagram?
Man - Method - Machine - Material - Measurement - Mother Nature
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
66 -800 defects per million
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

31. What is an MGPP and when is it useful?
Time to get through a process
690 -000 defects per million
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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

32. Attribute Data
Using descriptive statistics to make educated guesses about the future.
Time to get through a process
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.

33. What do teams need to be successful?
Ask for ideas about how to accomplish a task.
Continuous data where there are no gaps between possible values.
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.
Time

34. Name 5 items in Managing
1. Value Added. 2. Non-Value Added. 3. Business Value.
roduction Lead Time (total time to provide value non-value add time + value add time)_
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing

35. What is a Measurement System Analysis (MSA)?
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.
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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.
66 -800 defects per million

36. Name 3 prioritization tools
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Quantitative

37. What is PLT?
The most frequently occurring value.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
roduction Lead Time (total time to provide value non-value add time + value add time)_
Discrete data where there are gaps between possible values.

38. 6 Sigma
3.4 defects per million
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

39. What are the duration and the size of a typical team in a Kaizen/RIE?
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Bias
Duration: 3-5 days. Size of team: 4 -12
The middle of the population.

40. Does not have to be the "best" solution but one all can "live" with.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Consensus
The most frequently occurring value.

41. Pareto Charts
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.
Ask for ideas about how to accomplish a task.
Qualitative
roduction Lead Time (total time to provide value non-value add time + value add time)_

42. What are the 3 forms of value (customer perspective)?
Average of the population or sample.
A good process map.
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. Value Added. 2. Non-Value Added. 3. Business Value.

43. Formula for Risk Priority Modes
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
RPN = Criticality Frequency Detection

44. What do SMART goals stand for?
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.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
roduction Lead Time (total time to provide value non-value add time + value add time)_
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

45. What is one of the biggest pitfalls in sampling collection?
Ask for ideas about how to accomplish a task.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
needs - requirements
Bias

46. What does DMAIC stand for?
1. Accuracy. 2. Precision. 3. Stability.
Continuous data where there are no gaps between possible values.
Phase containment effectiveness (ability to catch errors in a phase)
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

47. What is a Kaizen event?
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Discrete data where there are gaps between possible values.
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
Quantitative

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

49. Sigma
308 -000 defects per million
Discrete data where there are gaps between possible values.
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
Amount of variation in a process around the mean value for that process

50. 1 Sigma
690 -000 defects per million
A statistical complete set of all items of interest. Denoted as N.
308 -000 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees