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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. Non Value Add - Definition and Example(s)

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2. What is a Kaizen event?
Discrete data where there are gaps between possible values.
Average of the population or sample.
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

3. Name the 5 TOC focusing steps.

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4. 2 Sigma
Describing a set of data with graphs and a few summary numbers.
Prepare - Conduct/Facilitate - Action Items - Follow up
308 -000 defects per million
A statistical subset of elements from the population. Denoted as n.

5. Pareto Charts
Time
Duration: 3-5 days. Size of team: 4 -12
Discrete data where there are gaps between possible values.
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. Name 5 items in Managing
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Work in Process
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

7. What is a Measurement System Analysis (MSA)?
Duration: 3-5 days. Size of team: 4 -12
A statistical complete set of all items of interest. Denoted as N.
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. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain

8. A SIPOC is a good tool to use before doing what?
The most frequently occurring value.
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 project charter
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.

9. Population
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.
Time
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)

10. 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.
3.4 defects per million
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

11. What is PCE?
Phase containment effectiveness (ability to catch errors in a phase)
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
RPN = Criticality Frequency Detection
Ask for ideas about how to accomplish a task.

12. Much of the information we receive comes in qualitative or quantitative form?
Qualitative
Ask for ideas about how to accomplish a task.
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.
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

13. 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
66 -800 defects per million
Time
Prepare - Conduct/Facilitate - Action Items - Follow up

14. What is one of the biggest pitfalls in sampling collection?
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Anything that impedes throughput.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Bias

15. 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.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
690 -000 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

16. Value-Add - Definition and Example(s)
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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
230 defects per million
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)

17. What are the key elements of a good project charter?
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.
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
Qualitative
Phase containment effectiveness (ability to catch errors in a phase)

18. Does not have to be the "best" solution but one all can "live" with.
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
Consensus
Bias
A scientific method of determining how much the variation within the measurement process contributes to overall process variability. Usually performed by a black belt.

19. Poke Yoke
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.
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.
Japanese concept for mistake proofing.

20. Median
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Man - Method - Machine - Material - Measurement - Mother Nature
Anything that impedes throughput.
The middle of the population.

21. What are the three CPI methodologies?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Ongoing measurements - build mistake proofing - build a control plan
roduction Lead Time (total time to provide value non-value add time + value add time)_
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

22. What does TOC stand for?
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.
Work in Process
Man - Method - Machine - Material - Measurement - Mother Nature
Theory of Constraints.

23. What should I look for in Bottom up identification?
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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.

24. 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.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
Quantitative

25. What steps should you follow to run effective meetings?
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
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Prepare - Conduct/Facilitate - Action Items - Follow up

26. 3 Sigma
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.
Duration: 3-5 days. Size of team: 4 -12
66 -800 defects per million

27. What are some of the Lean Principles?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Qualitative
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.
Quantitative

28. Descriptive Statistics
roduction Lead Time (total time to provide value non-value add time + value add 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
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Describing a set of data with graphs and a few summary numbers.

29. Name the 3 desired measurement properties.
Consensus
1. Accuracy. 2. Precision. 3. Stability.
690 -000 defects per million
Prepare - Conduct/Facilitate - Action Items - Follow up

30. What is an MGPP and when is it useful?
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.
230 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.
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

31. What are the 5S of workplace organization?
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
1. Value Added. 2. Non-Value Added. 3. Business Value.
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

32. Population
Consensus
Anything that impedes throughput.
308 -000 defects per million
A statistical complete set of all items of interest. Denoted as N.

33. 5 Sigma
6 -210 defects per million
230 defects per million
Continuous data where there are no gaps between possible values.
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor

34. Mean
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Average of the population or sample.

35. What is a constraint?
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
Anything that impedes throughput.
Continuous data where there are no gaps between possible values.
Qualitative

36. Name a few barriers to success.
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Ongoing measurements - build mistake proofing - build a control plan
Time

37. Formula for Risk Priority Modes
RPN = Criticality Frequency Detection
Time to get through a process
6 -210 defects per million
A project charter

38. Scatter diagrams
690 -000 defects per million
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
230 defects per million
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

39. Facilitation
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
Anything that impedes throughput.
Ask for ideas about how to accomplish a task.
6 -210 defects per million

40. What is the definition of a SIPOC?
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)
308 -000 defects per million
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
RPN = Criticality Frequency Detection

41. When would you use Lean vs. DMAIC vs. DFSS?
The most frequently occurring value.
Japanese concept for mistake proofing.
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

42. What can be the suggested causes on a fishbone diagram?
Man - Method - Machine - Material - Measurement - Mother Nature
690 -000 defects per million
3.4 defects per million
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees

43. What is used to determine the correct level of the process to value stream map - a vertical look at the process?
Qualitative
Top down Flow chart.
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
Ongoing measurements - build mistake proofing - build a control plan

44. Good customer requirements are ____________ and ______________
Ongoing measurements - build mistake proofing - build a control plan
The middle of the population.
needs - requirements
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

45. Control Charts
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.
Anything that impedes throughput.
Theory of Constraints.
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

46. Project information must be collected in what form?
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.
Quantitative
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

47. What is PLT?
6 -210 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
Top down Flow chart.
A good process map.

48. What does Little's Law say?
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.
A statistical complete set of all items of interest. 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.
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

49. What is WIP?
Qualitative
Phase containment effectiveness (ability to catch errors in a phase)
Work in Process
1. Value Added. 2. Non-Value Added. 3. Business Value.

50. What are the stages of team growth?
Anything that impedes throughput.
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
1. Define 2. Measure 3. Analyze 4. Improve 5. Control