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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?
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
Describing a set of data with graphs and a few summary numbers.
Anything that impedes throughput.
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

2. Within the 8 wastes - __________ is a significant factor
Work in Process
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
Time
A statistical subset of elements from the population. Denoted as n.

3. What are TOC measures of progress?
1. Accuracy. 2. Precision. 3. Stability.
1. Throughput 2. Inventory 3. Operating expense
Time someone is "hands on" to a product or process.
Qualitative

4. Sample
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Ask for ideas about how to accomplish a task.
6 -210 defects per million
A statistical subset of elements from the population. Denoted as n.

5. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
A statistical subset of elements from the population. Denoted as n.
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
The most frequently occurring value.

6. 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.
Continuous data where there are no gaps between possible values.
Prepare - Conduct/Facilitate - Action Items - Follow up
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.

7. What is WIP?
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.
Work in Process
Average of the population or sample.
Bias

8. Descriptive Statistics
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Describing a set of data with graphs and a few summary numbers.
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
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

9. Does not have to be the "best" solution but one all can "live" with.
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
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Consensus
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

10. 7 Quality Tools
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. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Man - Method - Machine - Material - Measurement - Mother Nature
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

11. Name 5 items in Facilitating
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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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
66 -800 defects per million

12. Inferential Statistics
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
A project charter
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Using descriptive statistics to make educated guesses about the future.

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

14. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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
Theory of Constraints.

15. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
3.4 defects per million
Qualitative

16. What are the key elements of a good project charter?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Work in Process
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
308 -000 defects per million

17. 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.
6 -210 defects per million
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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.

18. When would you use Lean vs. DMAIC vs. DFSS?
66 -800 defects per million
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Continuous data where there are no gaps between possible values.

19. 2 Sigma
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
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
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.

20. What is critical to performing value analysis?
Quantitative
A statistical complete set of all items of interest. Denoted as N.
A good process map.
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.

21. Name the 3 desired measurement properties.
690 -000 defects per million
6 -210 defects per million
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Accuracy. 2. Precision. 3. Stability.

22. Six Sigma
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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
Amount of variation in a process around the mean value for that process
Anything that impedes throughput.

23. 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.
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.
1. Throughput 2. Inventory 3. Operating expense

24. What is a Measurement System Analysis (MSA)?
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
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
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. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers

25. Population
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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.
A statistical complete set of all items of interest. Denoted as N.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

26. Population
A statistical complete set of all items of interest. Denoted as N.
A statistical subset of elements from the population. Denoted as n.
Amount of variation in a process around the mean value for that process
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

27. What are some of the Lean Principles?
Japanese concept for mistake proofing.
3.4 defects per million
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

28. Poke Yoke
6 -210 defects per million
needs - requirements
Phase containment effectiveness (ability to catch errors in a phase)
Japanese concept for mistake proofing.

29. Sigma
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Amount of variation in a process around the mean value for that process
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Value Added. 2. Non-Value Added. 3. Business Value.

30. What are the duration and the size of a typical team in a Kaizen/RIE?
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
Duration: 3-5 days. Size of team: 4 -12
Theory of Constraints.
Prepare - Conduct/Facilitate - Action Items - Follow up

31. Attribute Data
Discrete data where there are gaps between possible values.
Ask for ideas about how to accomplish a task.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
308 -000 defects per million

32. 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.
1. Throughput 2. Inventory 3. Operating expense
Using descriptive statistics to make educated guesses about the future.
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.

33. Variable data
Continuous data where there are no gaps between possible values.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
A good process map.
3.4 defects per million

34. Touch Time
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
Qualitative
A statistical complete set of all items of interest. Denoted as N.
Time someone is "hands on" to a product or process.

35. Mean
Time to get through a process
Average of the population or sample.
Quantitative
Anything that impedes throughput.

36. What is a Kaizen event?
3.4 defects per million
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.
Bias
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

37. What does TOC stand for?
roduction Lead Time (total time to provide value non-value add time + value add time)_
Theory of Constraints.
Work in 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

38. Good customer requirements are ____________ and ______________
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
The most frequently occurring value.
Anything that impedes throughput.
needs - requirements

39. 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
Phase containment effectiveness (ability to catch errors in a phase)
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
308 -000 defects per million

40. A SIPOC is a good tool to use before doing what?
Work in Process
A project charter
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

41. What are the 3 forms of value (customer perspective)?
needs - requirements
1. Value Added. 2. Non-Value Added. 3. Business Value.
A good process map.
1. Define 2. Measure 3. Analyze 4. Improve 5. Control

42. Project information must be collected in what form?
Quantitative
Time
308 -000 defects per million
Work in Process

43. Cycle Time
Time to get through a process
Theory of Constraints.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
308 -000 defects per million

44. What is one of the biggest pitfalls in sampling collection?
RPN = Criticality Frequency Detection
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Bias

45. What do SMART goals stand for?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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
A statistical complete set of all items of interest. Denoted as N.

46. Mode
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
The most frequently occurring value.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

47. 3 Sigma
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.
roduction Lead Time (total time to provide value non-value add time + value add time)_
66 -800 defects per million
230 defects per million

48. What do teams need to be successful?
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. Define 2. Measure 3. Analyze 4. Improve 5. Control
Time
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.

49. Describe the concept of takt time and how would you calculate it?
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
Japanese concept for mistake proofing.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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

50. What should I look for in Bottom up identification?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
66 -800 defects per million
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. 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.