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

2. What do SMART goals stand for?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Prepare - Conduct/Facilitate - Action Items - Follow up
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Accuracy. 2. Precision. 3. Stability.

3. How can you ensure that your process stays within control?
Ongoing measurements - build mistake proofing - build a control plan
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. Value Added. 2. Non-Value Added. 3. Business Value.

4. 7 Quality Tools
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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.
Ask for ideas about how to accomplish a task.

5. What are some of the Lean Principles?
Man - Method - Machine - Material - Measurement - Mother Nature
Time to get through a process
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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.

6. Descriptive Statistics
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Describing a set of data with graphs and a few summary numbers.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
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

7. What does TOC stand for?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
66 -800 defects per million
Anything that impedes throughput.
Theory of Constraints.

8. Attribute Data
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Discrete data where there are gaps between possible values.
1. Accuracy. 2. Precision. 3. Stability.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.

9. Sigma
3.4 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
Amount of variation in a process around the mean value for that process
A good process map.

10. Project information must be collected in what form?
Quantitative
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Anything that impedes throughput.
Prepare - Conduct/Facilitate - Action Items - Follow up

11. What does Kaizen 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.
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
Continuous incremental improvements.

12. Control Charts
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
230 defects per million
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
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.

13. What are the steps in a communication plan development?
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.
Duration: 3-5 days. Size of team: 4 -12
308 -000 defects per million
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

14. What is an MGPP and when is it useful?
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.
Theory of Constraints.
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
Duration: 3-5 days. Size of team: 4 -12

15. What do teams need to be successful?
3.4 defects per million
1. Throughput 2. Inventory 3. Operating expense
A good process map.
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.

16. Six Sigma
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 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
Time someone is "hands on" to a product or process.
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.

17. What is a Measurement System Analysis (MSA)?
Using descriptive statistics to make educated guesses about the future.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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 scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

18. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
A statistical subset of elements from the population. Denoted as n.
66 -800 defects per million
Discrete data where there are gaps between possible values.

19. Describe the concept of takt time and how would you calculate it?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
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. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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

20. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Top down Flow chart.
The most frequently occurring value.
Time to get through a process

21. 1 Sigma
3.4 defects per million
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.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
690 -000 defects per million

22. Mean
1. Accuracy. 2. Precision. 3. Stability.
Time to get through a process
Average of the population or sample.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

23. What does Gemba mean?
Describing a set of data with graphs and a few summary numbers.
RPN = Criticality Frequency Detection
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
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.

24. Business Value Add - Definition and Example(s)
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.
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. 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
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

25. What are the key elements of a good project charter?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Prepare - Conduct/Facilitate - Action Items - Follow up
Phase containment effectiveness (ability to catch errors in a phase)

26. Theory of constraints
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

27. What are the duration and the size of a typical team in a Kaizen/RIE?
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
A statistical complete set of all items of interest. Denoted as N.
The most frequently occurring value.
Duration: 3-5 days. Size of team: 4 -12

28. Facilitation
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
6 -210 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
Ask for ideas about how to accomplish a task.

29. 5 Sigma
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
230 defects per million
3.4 defects per million
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

30. What is WIP?
6 -210 defects per million
Work in Process
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Bias

31. Scatter diagrams
A statistical complete set of all items of interest. Denoted as N.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Using descriptive statistics to make educated guesses about the future.
6 -210 defects per million

32. Fishbone diagram (aka Ishikawa diagram)
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
308 -000 defects per million
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
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

33. What are the stages of team growth?
A statistical subset of elements from the population. Denoted as n.
Ask for ideas about how to accomplish a task.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.

34. Good customer requirements are ____________ and ______________
Qualitative
needs - requirements
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.

35. Value-Add - Definition and Example(s)
Time to get through a process
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
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
needs - requirements

36. Name 5 items in Facilitating
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
A statistical subset of elements from the population. Denoted as n.
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. 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

37. Name the 8 sins of waste.
A good process map.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
The middle of the population.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

38. Sample
Using descriptive statistics to make educated guesses about the future.
A statistical subset of elements from the population. Denoted as n.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
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

39. Poke Yoke
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
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Japanese concept for mistake proofing.

40. Name the 5 TOC focusing steps.

41. 3 Sigma
Prepare - Conduct/Facilitate - Action Items - Follow up
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.
66 -800 defects per million
Ask for ideas about how to accomplish a task.

42. Does not have to be the "best" solution but one all can "live" with.
6 -210 defects per million
Consensus
Describing a set of data with graphs and a few summary numbers.
Time

43. Pareto Charts
66 -800 defects per million
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
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.

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

45. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Average of the population or sample.
Top down Flow chart.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
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.

46. Name 3 prioritization tools
3.4 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Continuous data where there are no gaps between possible values.

47. What does Little's Law say?
RPN = Criticality Frequency Detection
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
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.

48. What are the 5 CTXs
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Work in Process
Man - Method - Machine - Material - Measurement - Mother Nature

49. What can be the suggested causes on a fishbone diagram?
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.
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
A statistical complete set of all items of interest. Denoted as N.
Man - Method - Machine - Material - Measurement - Mother Nature

50. When would you use Lean vs. DMAIC vs. DFSS?
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Continuous incremental improvements.
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process