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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.
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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. Population
Japanese concept for mistake proofing.
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
A statistical complete set of all items of interest. Denoted as N.
A project charter

2. What is WIP?
Describing a set of data with graphs and a few summary numbers.
Qualitative
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Work in Process

3. Population
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. Throughput 2. Inventory 3. Operating expense
The middle of the population.

4. What do SMART goals stand for?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
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.
690 -000 defects per million
Specific - Measurable - Achievable - Relevant - Trackable / Time bound

5. Name the 3 desired measurement properties.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Accuracy. 2. Precision. 3. Stability.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Top down Flow chart.

6. What are some of the Lean Principles?
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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.
The middle of the population.
Continuous incremental improvements.

7. 3 Sigma
Quantitative
Top down Flow chart.
66 -800 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.

8. What is a Measurement System Analysis (MSA)?
Describing a set of data with graphs and a few summary numbers.
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. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

9. What steps should you follow to run effective meetings?
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.
Top down Flow chart.
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.

10. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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
Bias

11. Name the 5 TOC focusing steps.

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12. Variable data
Continuous data where there are no gaps between possible values.
The most frequently occurring value.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Japanese concept for mistake proofing.

13. What are the 5S of workplace organization?
6 -210 defects per million
Time someone is "hands on" to a product or process.
A project charter
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

14. Theory of constraints
Consensus
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.
The middle of the population.

15. Six Sigma
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.
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. Value Added. 2. Non-Value Added. 3. Business Value.

16. Inferential Statistics
The most frequently occurring value.
Anything that impedes throughput.
Using descriptive statistics to make educated guesses about the future.
308 -000 defects per million

17. Much of the information we receive comes in qualitative or quantitative form?
A statistical complete set of all items of interest. Denoted as N.
The most frequently occurring value.
Qualitative
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

18. Mode
Prepare - Conduct/Facilitate - Action Items - Follow up
The most frequently occurring value.
A project charter
Bias

19. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Top down Flow chart.
6 -210 defects per million
The most frequently occurring value.
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

20. Formula for Risk Priority Modes
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
690 -000 defects per million
RPN = Criticality Frequency Detection
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.

21. Scatter diagrams
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Amount of variation in a process around the mean value for that process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
needs - requirements

22. Name the 5 TOC focusing steps.

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23. What are the three CPI methodologies?
230 defects per million
Top down Flow chart.
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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.

24. What is the definition of a SIPOC?
A statistical complete set of all items of interest. Denoted as N.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
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
Anything that impedes throughput.

25. What can be the suggested causes on a fishbone diagram?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Man - Method - Machine - Material - Measurement - Mother Nature
1. Throughput 2. Inventory 3. Operating expense
Quantitative

26. What is critical to performing value analysis?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Ask for ideas about how to accomplish a task.
A good process map.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

27. What are the 3 forms of value (customer perspective)?
Work in Process
1. Value Added. 2. Non-Value Added. 3. Business Value.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Amount of variation in a process around the mean value for that process

28. Name 5 items in Managing
A project charter
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
6 -210 defects per million
Time someone is "hands on" to a product or process.

29. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
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. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

30. What are the key elements of a good project charter?
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Discrete data where there are gaps between possible values.
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
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.

31. Describe the concept of takt time and how would you calculate it?
1. Value Added. 2. Non-Value Added. 3. Business Value.
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
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
A statistical subset of elements from the population. Denoted as n.

32. Pareto Charts
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.
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
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
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.

33. Mean
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.
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.
Average of the population or sample.
Bias

34. What are the 5 CTXs
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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

35. What is one of the biggest pitfalls in sampling collection?
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. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Bias

36. What are the duration and the size of a typical team in a Kaizen/RIE?
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
Duration: 3-5 days. Size of team: 4 -12
1. Throughput 2. Inventory 3. Operating expense
66 -800 defects per million

37. What is PLT?
roduction Lead Time (total time to provide value non-value add time + value add time)_
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
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)

38. What is a constraint?
Anything that impedes throughput.
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.
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
Prepare - Conduct/Facilitate - Action Items - Follow up

39. 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.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
230 defects per million

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

41. Sigma
Amount of variation in a process around the mean value for that process
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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

42. 1 Sigma
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.
Ask for ideas about how to accomplish a task.
690 -000 defects per million
230 defects per million

43. Cycle Time
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
A statistical subset of elements from the population. Denoted as n.
Time to get through a process

44. 6 Sigma
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Quantitative
3.4 defects per million
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

45. Within the 8 wastes - __________ is a significant factor
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Anything that impedes throughput.
308 -000 defects per million
Time

46. Project information must be collected in what form?
Quantitative
Consensus
A statistical complete set of all items of interest. 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

47. What are the 7 Wastes? Provide an example of 2 of the wastes
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
A good process map.

48. A SIPOC is a good tool to use before doing what?
A project charter
Duration: 3-5 days. Size of team: 4 -12
Time to get through a 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.

49. Touch Time
Anything that impedes throughput.
Time someone is "hands on" to a product or process.
230 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.

50. 5 Sigma
230 defects per million
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Time to get through a process
Using descriptive statistics to make educated guesses about the future.

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