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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. 4 Sigma
Duration: 3-5 days. Size of team: 4 -12
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
6 -210 defects per million
A statistical subset of elements from the population. Denoted as n.

2. When would you use Lean vs. DMAIC vs. DFSS?
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)
Time to get through a process
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

3. What are the 5 actuals?
1. Throughput 2. Inventory 3. Operating expense
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. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Time someone is "hands on" to a product or process.

4. Project information must be collected in what form?
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
A statistical complete set of all items of interest. Denoted as N.
Quantitative
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process

5. Formula for Risk Priority Modes
Theory of Constraints.
RPN = Criticality Frequency Detection
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

6. What is WIP?
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Work in Process
Time someone is "hands on" to a product or process.
1. Throughput 2. Inventory 3. Operating expense

7. 2 Sigma
Lean - Eliminate Waste; DMAIC - Improve an existing process; DFSS - Create a new process
Ask for ideas about how to accomplish a task.
308 -000 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature

8. Control Charts
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.
Describing a set of data with graphs and a few summary numbers.
roduction Lead Time (total time to provide value non-value add time + value add time)_
Do not show frequency but they do show sequence. They also allow you to show upper and lower control limits.

9. Fishbone diagram (aka Ishikawa diagram)
1. Throughput 2. Inventory 3. Operating expense
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 good process map.
Prepare - Conduct/Facilitate - Action Items - Follow up

10. What does DMAIC stand for?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Discrete data where there are gaps between possible values.
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. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

11. What should I look for in Bottom up identification?
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
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 statistical complete set of all items of interest. Denoted as N.
Man - Method - Machine - Material - Measurement - Mother Nature

12. Scatter diagrams
Used to determine whether or not a relationship exists between two factors. Will not prove that a cause-and-effect relationship exists.
A good process map.
Consensus
Event to lean out a process. In our case - used to identify detailed process map - root causes - and potential solutions

13. Median
230 defects per million
The middle of the population.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
A good process map.

14. Name 5 items in Facilitating
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
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
Continuous incremental improvements.
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.

15. What is the definition of a SIPOC?
1. Check sheet. 2. Flow Chart. 3. Histogram. 4. Pareto chart. 5. Scatter plot. 6. Control chart. 7. Fishbone diagram.
1. Suppliers 2. Inputs 3. Processes 4. Outputs 5. Customers
needs - requirements
A good process map.

16. Name the 3 desired measurement properties.
230 defects per million
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
1. Accuracy. 2. Precision. 3. Stability.
308 -000 defects per million

17. What is PLT?
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.
Time
308 -000 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_

18. Much of the information we receive comes in qualitative or quantitative form?
Work in Process
Qualitative
6 -210 defects per million
690 -000 defects per million

19. What are the 3 forms of value (customer perspective)?
1. Value Added. 2. Non-Value Added. 3. Business Value.
Discrete data where there are gaps between possible values.
230 defects per million
1. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.

20. Facilitation
Anything that impedes throughput.
Ask for ideas about how to accomplish a task.
Duration: 3-5 days. Size of team: 4 -12
Ongoing measurements - build mistake proofing - build a control plan

21. What does Little's Law say?
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
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. Pick Chart 2. Nominal Group Technique (NGT) 3. Idea Ranking/Weighting.
Theory of Constraints.

22. What are the duration and the size of a typical team in a Kaizen/RIE?
Quantitative
Time someone is "hands on" to a product or process.
Duration: 3-5 days. Size of team: 4 -12
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.

23. Variable data
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.
Continuous data where there are no gaps between possible values.
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership
Man - Method - Machine - Material - Measurement - Mother Nature

24. What are the 5 CTXs
Quantitative
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
1. Sort 2. Simplify 3. Systematic Cleaning 4. Standardize 5. Sustain
Man - Method - Machine - Material - Measurement - Mother Nature

25. What can be the suggested causes on a fishbone diagram?
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
3.4 defects per million
Man - Method - Machine - Material - Measurement - Mother Nature

26. Name the 8 sins of waste.
1. Transporting 2. Inventory 3. Motion 4. Waiting 5. Over-processing 6. Over-production 7. Defect 8. Under utilization of employees
Work in Process
Prepare - Conduct/Facilitate - Action Items - Follow up
Time to get through a process

27. What steps should you follow to run effective meetings?
1. Throughput 2. Inventory 3. Operating expense
Continuous incremental improvements.
Prepare - Conduct/Facilitate - Action Items - Follow up
3.4 defects per million

28. Good customer requirements are ____________ and ______________
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
Ongoing measurements - build mistake proofing - build a control plan
needs - requirements

29. Name 5 items in Managing
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
Japanese concept for mistake proofing.
Man - Method - Machine - Material - Measurement - Mother Nature
Scope or team is too small - Solution in mind - Politics - Unclear objectives - Conflict - Uninvolved Leadership

30. Theory of constraints
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 project charter
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.
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.

31. Within the 8 wastes - __________ is a significant factor
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
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
6 -210 defects per million

32. What does Gemba mean?
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.
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. Accuracy. 2. Precision. 3. Stability.

33. How can you ensure that your process stays within control?
3.4 defects per million
Ongoing measurements - build mistake proofing - build a control plan
Duration: 3-5 days. Size of team: 4 -12
Every system has a constraint - Constraints limit the flow of work - The slowest item in the flow of work sets the pace.

34. 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.
Continuous incremental improvements.
Work in Process
Problem statement - goal statement - scope (in/out) - business case - team members - timeline

35. 3 Sigma
Problem statement - goal statement - scope (in/out) - business case - team members - timeline
66 -800 defects per million
roduction Lead Time (total time to provide value non-value add time + value add time)_
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.

36. Mean
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. 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.
Qualitative
Average of the population or sample.

37. Cycle Time
3.4 defects per million
230 defects per million
Time to get through a process
The most frequently occurring value.

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

39. Mode
Qualitative
A statistical complete set of all items of interest. Denoted as N.
The most frequently occurring value.
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.

40. What are TOC measures of progress?
Theory of Constraints.
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
Japanese concept for mistake proofing.
1. Throughput 2. Inventory 3. Operating expense

41. Poke Yoke
1. Accuracy. 2. Precision. 3. Stability.
Japanese concept for mistake proofing.
308 -000 defects per million
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.

42. 6 Sigma
1. Determine audience and media to be used. 2. Complete a stakeholder analysis. 3. Complete a communication plan.
3.4 defects per million
needs - requirements
690 -000 defects per million

43. Sigma
roduction Lead Time (total time to provide value non-value add time + value add time)_
Theory of Constraints.
Amount of variation in a process around the mean value for that process
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

44. Six Sigma Key Roles
1. Ensuring available resources. 2. Making decisions 3. Assigning tasks 4. Determining priorities 5. Directing
1. Executive Leadership 2. Deployment Champion 3. Master Black Belts 4. Black Belts 5. Green Belts 6. Team Members 7. Project Sponsor
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.
Time someone is "hands on" to a product or process.

45. Descriptive Statistics
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
1. Accuracy. 2. Precision. 3. Stability.
Describing a set of data with graphs and a few summary numbers.
Duration: 3-5 days. Size of team: 4 -12

46. Describe the concept of takt time and how would you calculate it?
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
1. Critical to Quality 2. Critical to Process. 3. Critical to Delivery. 4. Critical to Cost. 5. Critical to Safety.
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
3.4 defects per million

47. What are the three CPI methodologies?
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.
A project charter
Specific - Measurable - Achievable - Relevant - Trackable / Time bound
1. Lean Thinking (reduce waste). 2. Six Sigma (reduce variation). 3. Theory of Constraints (reduce bottlenecks)

48. Six Sigma
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Work in Process
690 -000 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

49. Name the 5 TOC focusing steps.

50. Does not have to be the "best" solution but one all can "live" with.
Consensus
TIMWOOD; transportation - inventory - motion - waiting - overproduction - overprocessing - defects (rework)
A statistical complete set of all items of interest. Denoted as N.
Provides customer/business needs/requirements; use interviews - surveys - focus groups - point of use observations - field reports - complaint logs - etc.)