Six Sigma Mega Test

Front 1

What is Six Sigma

Back 1

1.An organisational philosophy on achieving customer satisfaction.
2.A methodology focused on reduction of variation.

Front 2

What is the right structure of the Six sigma methodology?

Measure,Control ,Analyse,Improve, Define

Back 2

Define, Measure, Analyse,Improve, Control

Front 3

Describe DMAIC Methodology

Back 3

Define, Measure, Analyse,Improve, Control

Front 4

Mistake proofing is part of the Measure phase
Yes or No

Back 4

No

Front 5

The project charter belongs to the Analyse phase
Yes or No

Back 5

No

Front 6

•Full Time 6 Sigma Leaders
•Manage BB Projects & Plant 6 Sigma
•Run 6 Sigma Projects
•Instruct & Train BB, GBs, & YBs
Talks about which Six sigma role

Back 6

MBB

Front 7

*Full or Part Time 6 Sigma Leaders
•Manage 6 Sigma Projects
•Instruct & Train GBs & YBs
Talks about which Six sigma role

Back 7

Black belt

Front 8

•Part-Time 6 Sigma Leaders
•Run Mini 6 Sigma Projects
Talks about which Six sigma role

Back 8

Green Belt

Front 9

•Data Collection Experts
•Assist in Measure & Control
Talks about which Six sigma role

Back 9

Yellow Belt

Front 10

Yellow Belts are often not involved in the define phase.
Truth of False

Back 10

True

Front 11

VOP talks about ?

Back 11

How a process behaves

Front 12

There are two kinds of variation?

Back 12

Commen cause variation
Special cause variation

Front 13

CTQ stands for

Back 13

Critical to Quality

Front 14

VOC can be devided into two different catogories?

Back 14

Critical to customer(CTC) requirements these relate to the CTQ's

Front 15

What does the fit refers to in the relationship between VOC and VOP

Back 15

Process capability

Front 16

How many defects per million are there in a six sigma project?

Back 16

3.4

Front 17

units 118772
oppertunities per/unit 28
amount of defects 11415

Back 17

-

Front 18

units 42896
oppertunities per/unit 17
amount of defects 957

Back 18

-

Front 19

units 6225
oppertunities per/unit 58
amount of defects 913

Back 19

-

Front 20

units 1459
oppertunities per/unit 95
amount of defects 1736

Back 20

-

Front 21

units 344
oppertunities per/unit 7
amount of defects 39

Back 21

-

Front 22

units 183
oppertunities per/unit 56
amount of defects 262

Back 22

-

Front 23

units 9
oppertunities per/unit 1757
amount of defects 110

Back 23

-

Front 24

units 17587
oppertunities per/unit 4
amount of defects 835

Back 24

-

Front 25

units 17569
oppertunities per/unit 38
amount of defects 9512

Back 25

-

Front 26

units 2395
oppertunities per/unit 25
amount of defects 4207

Back 26

-

Front 27

units 6462
oppertunities per/unit 146
amount of defects 543

Back 27

-

Front 28

units 289
oppertunities per/unit 16
amount of defects 234

Back 28

-

Front 29

units 33
oppertunities per/unit 43
amount of defects 1365

Back 29

-

Front 30

units 965
oppertunities per/unit 15
amount of defects 461

Back 30

-

Front 31

units 496
oppertunities per/unit 6
amount of defects 109

Back 31

-

Front 32

units 422
oppertunities per/unit 73
amount of defects 7702

Back 32

-

Front 33

units 222
oppertunities per/unit 12
amount of defects 36

Back 33

-

Front 34

units 4161
oppertunities per/unit 3
amount of defects 418

Back 34

-

Front 35

units 1058
oppertunities per/unit 52
amount of defects 737

Back 35

-

Front 36

units 6276
oppertunities per/unit 11
amount of defects 3101

Back 36

-

Front 37

units 16492
oppertunities per/unit 150
amount of defect 980069

Back 37

-

Front 38

The Define phase consists out of 3 components ?

Back 38

1. Development of a project charter
2.A SIPOC analysis
3.Performing a VOC analysis

Front 39

A project charther normally consists out of 8 steps
Name them all

Back 39

1. Business case
2.Problem statement
3.Goal statement
4.Scope
5.Schedule with planning
6.List of benefits
7.List of roles and responsibilities
8.Draft project objective

Front 40

What is the purpose of a project charter ?

Back 40

To provide a go or no go for a project

Front 41

DMADV stands for

Back 41

An acronym for ‘Define, Measure, Analyze, Design, Verify’

Front 42

In what are SS and Lean Manufacturing related?

Back 42

*Both have the ability to make very significant positive financial impacts on an organization;
*Both (like many other initiatives) need management support for success;
*Both can be used in nonmanufacturing environments.

Front 43

SS is an ‘Organizational Philosophy’ on achieving customer satisfaction

Back 43

*Doing the right thing the first time;
*Focus on the elimination of process variation;
*Quality of a product/service is the result of high quality process;
*To measure is to know;
*Quality can be organized.

Front 44

Key Concepts leading to SS

Back 44

1.‘Critical-to-Quality’ characteristics:
2.Defect:
3.Process Capability
4.Variation:
5.Stable Operations:
6.Design for SS:

Front 45

Design for SS stand for

Back 45

designing to meet customer needs and process capability

Front 46

How Does Six Sigma Work?

Back 46

Define: what is the problem, process, and who can fix it?
Measure: can I explain my problem with data?
Analyze: what is the real problem and root causes?
Improve: lets design solutions and improve the process
Control: did we improve and did we save money?

Front 47

The SS Methodology: Roles and Responsibilities
Write down order

Back 47

1.Senior executive
2.Executive committee
3.Champion
4.Master Black Belt
5.Black belt
6.Green belt
7.Yellow belt

Front 48

Green Belt versus Black Belt Projects
differ on which pionts?

Back 48

1.Green belts are less involved
2.Only basic statistics methods
3.Black belts have more complex projects

Front 49

Benefits of Six sigma
name at least 5

Back 49

Improved process flows;
Reduced total defects;
Improved communication;
Reduced cycle times;
Enhanced knowledge;
Higher levels of customer and employee satisfaction;
Increased productivity;
Decreased ‘Work in progress’ (WIP);
Decreased inventory;
Improved capacity and output;
Increased quality and reliability;
Decreased unit costs;
Increased price flexibility;
Decreased time to market;
Faster delivery time;
Conversion of improvements into hard currency.

Front 50

Benefits to stakeholders are a by-product of the organizational benefits. These include:

Back 50

Stockholders receive more profit due to decreased costs and increased revenues;
Customer delight with products and services;
Employee experience higher morale and more satisfaction from joy in work;
Suppliers enjoy a secure source of business.

Front 51

The transformation involves the ‘creation of value’ in one of three aspects:

Back 51

Time (an output has ‘time value’ if it is available when the customer needs it);
Place (an output has ‘place value’ if it is available where the customer needs it);
Form (an output has ‘form value’ if it is available in the form the customer needs it).

Front 52

Common Variation

Back 52

If a process varies from day to day to some degree (has consistent effect on any process yet will conform to a normal distribution)

Front 53

Special Variation

Back 53

Arises from specific factors that have an identifiable effect on a process (often caused by an external change)

Front 54

A feedback loop relates information about outputs from any stage to any stage, making an analysis of the entire process. There are THREE feedback loop situations:

Back 54

* No feedback loop;
* Special cause only feedback loop;
* Special and common cause feedback loop.

Front 55

A process with No Feedback Loop

Back 55

is probably doomed to deterioration and decay. An example is a relation between two people that contains no vehicle (feedback loop) to discuss issues and problems.

Front 56

A process with a Special Cause Feedback Loop

Back 56

will exhibit enormous variation in its output. An example is the same relationship: however, the relationship deteriorates through reactions to problems that perceived special by those involved.

Front 57

A process with Special and Common Cause Feedback Loop

Back 57

the feedback information is separated into common and special causes, where special causes are resolved and common causes are removed. Thus showing continuous improvement.

Front 58

USL =

Back 58

nominal + tolerance

Front 59

LSL =

Back 59

nominal – tolerance

Front 60

specification limits stand for ?

Back 60

In the past, quality meant as long as an output fell within acceptable limits

Front 61

The Relationship between VoP and VoC

Back 61

The relationship is the distribution of output of stable and normally distributed process (VoP) takes no more than half of the tolerance (nominal value) allowed by the specification limits (VoC).

Front 62

reducing cycle time is best accomplished by:

Back 62

Streamlined process;
Removing non-value added efforts;
Simplifying the process will result in fewer defects, lower warranty costs, and increased customer satisfaction.

Front 63

Critical-to-Customer (CTC) Requirements

Back 63

These are customer requirements, their wants and needs.

Front 64

Critical to Process (CTP) Requirements

Back 64

These are the key process input variables, the process parameters that influence other critical-to approaches (CTQ, CTC, etc.) These variables are the upstream variables (X’s), which are the indicators of future performance. The other (Y’s) is the observed and measured downstream defect rates, rework rates, and field failures.

Front 65

Unit

Back 65

A unit is an item

Front 66

CTQ

Back 66

Critical-to-Quality Characteristics for a product, service, or process: a measure of what is important to a customer (e.g. average and variation in waiting time, percentage of errors in electronic transactions, number of car accidents, etc.) For a given unit, each quality characteristic is defined by translating customer needs in specifications of said unit.

Front 67

Defect

Back 67

A defect is a non-performance on quality characteristics of a unit causing customer dissatisfaction. A defect does not necessarily make a unit defective

Front 68

Defective

Back 68

A nonconforming unit is a defective unit

Front 69

Defect Opportunity

Back 69

This is each circumstance in which a CTQ can fail to be met. Complex units have more opportunities for defects to occur than simple units. E.g. a service has four components  each component has three opportunities for defect  the service has 12 defect opportunities.

Front 70

DPU:

Back 70

Defect per Unit

Front 71

DPO

Back 71

Defect per Opportunity

Front 72

DPMO

Back 72

Defect per Million Opportunities

Front 73

Formula DPO:

Back 73

[(total defects) / (total opportunities)

Front 74

Formula DPMO

Back 74

[(total defects) / (total opportunities)] x 1,000,000

Front 75

Formula: % defects

Back 75

[(total defects) / (total opportunities)] x 100

Front 76

Formula: Yield (%)

Back 76

100 – (defects percentage

Front 77

Independent variable X represents:

Back 77

the input of a process,

Front 78

dependent variables Y

Back 78

the output of a process. X(s) is/are any process input(s) (variables) that is/are involved in producing the output

Front 79

SDSA Model stands:

Back 79

(Standardize – Do – Study – Act)

Front 80

PDSA Model stands:

Back 80

(Plan – Do – Study – Act)

Front 81

SDSA Model is a method that helps

Back 81

employees to standardize a process.

Front 82

PDSA Model is a method that helps

Back 82

employees improve and innovate a process by reducing the difference between customers’ needs and process performance

Front 83

Define phase consists out of :

Back 83

*Involves the development of a project objective:
-Preparation of the project charter (rationale of the project);
-Understanding of the SIPOC (Suppliers–Inputs–Process–Outputs–Customers);
-Analyzing the VoC data to identify the CTQs important to customers.

Front 84

Measure phase consists out of :

Back 84

Involves developing operational definitions for each CTQ variable.

Front 85

Control phase consist out of :

Back 85

Using Risk Management and Mistake Proofing;
Standardize successful process revisions;
Control critical X’s;
Documenting control plan.

Front 86

Transformation Plan

Back 86

A master black belt helps the executive committee assess to conduct a study to determine the barriers against and the aids for a fruitful transformation into a SS organization. This is developed into a transformation plan (training plan, budget, implementation schedule)