Lean Six Sigma Green Belt

Question 1

Who is the Motorola engineer that coined the term Six Sigma?

Answer 1

Bill Smith

Question 2

A simple but effective method of analyzing and solving problems by asking “why” five times, or as many times as needed in order to move past symptoms and determine root cause.

Answer 2

5 Whys

Question 3

A workplace organization technique composed composed of 5 primary phases: Sort, Set In Order, Shine, Standardize, and Sustain.

Answer 3

5S

Question 4

Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion, and Extra-Processing are a list of the most common reasons for excess cycle time in a process.

Answer 4

8 Wastes (Muda)

Question 5

On a literal level, refers to a ledger size piece of paper, but in the Lean world it is a one page project report. This one-pager contains the problem, the analysis of the process, the identified root causes, potential solutions and action plan all on a large sheet of paper.

Answer 5

A3

Question 6

An alert system that can be visual or audible, facilitating quick response to any problems in the process or system.

Answer 6

Andon

Question 7

The practice of making large lots of a particular item to gain economic efficiencies.

Answer 7

Batching

Question 8

The practice of dramatically reducing or eliminating the time to change from one method or unit to another.

Answer 8

Changeover Reduction

Question 9

Training different employees to perform different tasks outside of their original role.

Answer 9

Cross Training

Question 10

Term that underlies the fact that the value of any given process step or output is defined by the groups or individuals who receive the the goods and services of the process.

Answer 10

Customer Value

Question 11

The measurement of the time elapsed from the beginning of a process or a step to its end.

Answer 11

Cycle Time

Question 12

Any process output, product, or service that does not meet customer requirements. One of the 8 Wastes.

Answer 12

Defect

Question 13

Involves using external techniques to remove the variation when there are big swings in the volume of customer demand.

Answer 13

Demand Leveling

Question 14

Refers to the concept of adding more features or producing a product or service of higher quality than required by the customer. One of the 8 Wastes.

Answer 14

Extra-Processing

Question 15

The ideal state of processes such that units and services move through each process step at the rate of customer demand. This means there are no bottlenecks or other forms of waste in the process.

Answer 15

Flow

Question 16

Guide to the goal state of the process. This is generally projected out at 4 to 8 months from the Current State Map and provides a visual of how the process will flow when all identified forms of waste are removed and the process is streamlined. This helps to direct and focus improvement efforts.

Answer 16

Future State Map

Question 17

Japanese term that translates to the “real place” or where the work takes place.

Answer 17

Gemba (aka Workplace)

Question 18

An informational tour of the area where the work is taking place. A series of structured, on-site interviews with representative process participants with the goal of gaining a comprehensive understanding of the process.

Answer 18

Gemba Walk (aka Process Walk)

Question 19

A simple data collection form, designed for transactional processes. It is used to ask pertinent questions during a Gemba or Process Walk.

Answer 19

Gemba Walk Interview Sheet (aka Process Walk Interview Sheet)

Question 20

A daily meeting that is approximately 15 minutes long with direct reports.

Answer 20

Huddle Meeting

Question 21

The materials, parts, or units sitting unused in a process.

Answer 21

Inventory

Question 22

A system for producing and delivering the right items, at the right time, in the right place, and in the right amounts. This concept is integral to the idea of a Pull system.

Answer 22

Just-In-Time (aka JIT)

Question 23

In practice a Kaizen is a Rapid Improvement Event that generally spans from 1 to 5 days and involves key process participants focusing on solving a narrowly scoped process improvement opportunity.

Answer 23

Kaizen Event (aka Rapid Improvement Event)

Question 24

Japanese term that translates to “card” or “board” and indicates some form of signal within a process. A part of Just In Time (JIT) processing where either a physical or electronic device indicates that it’s time to order inventory, process a unit or move to the next step in a process.

Answer 24

Kanban (aka Signboard)

Question 25

Regular (often daily) meeting with direct reports that are conducted in front of the Process Performance Boards in order to work from a visual of organizational metrics.

Answer 25

Leader Huddle Meetings

Question 26

Actions, behaviors and tools that leaders use to build and sustain a Lean Culture.

Answer 26

Leader Standard Work (aka LSW)

Question 27

When leaders go to where the work actually occurs to observe the process.

Answer 27

Leader Process Walks

Question 28

Visual check system to review critical workplace items. It’s comprised of a list of tasks related to safety, quality, production, cost, Leader Standard Work and daily management.

Answer 28

Leader Task Boards

Question 29

The measure of the cycle time from the moment a customer places an order to the moment they receive the desired goods or services.

Answer 29

Lead Time

Question 30

A systematic method for the elimination of waste from a process with the goal of providing what is of value to the customer. Much of what constitutes this method stems from tools developed at Toyota while creating the Toyota Production System.

Answer 30

Lean

Question 31

Refers to the combination of defining customer value, aligning around a common purpose, striving for perfection while at the same time respecting and developing employees. The idea is that there is more to process improvement than using a set of tools and concepts. The idea is that the people who do the work should be the ones who fix the processes.

Answer 31

Lean Culture

Question 32

Also known as Poka Yoke, means to consciously and diligently try to eliminate defects by preventing human errors before they occur or create alarms to warn of potential defects.

Answer 32

Mistake Proofing (aka Poka Yoke)

Question 33

Refers to the movement of employees involved in a given task and refers only to the movement of the person as opposed to the unit. One of the 8 Wastes.

Answer 33

Motion

Question 34

The Japanese term for “waste” which refers to anything in a process that does not add value from the customer’s perspective. The 8 Wastes are a comprehensive list of the most commonly found wastes in a process.

Answer 34

Muda (aka Waste)

Question 35

Refers to the concept that employees are not being utilized to their full capability or, conversely that they are engaged in tasks that would be more efficiently done by someone else. This is one of the 8 Wastes.

Answer 35

Non-Utilized Talent

Question 36

Means producing something faster or in more abundance than needed. One of the 8 Wastes.

Answer 36

Overproduction

Question 37

It’s a method developed by Dr. Deming that favors trial and error over extensive planning and trying for perfection up front with the assumption the each test allows for essential fine tuning. This is often paired with A3 Documentation.

Answer 37

PDCA (aka Plan Do Check Adjust)

Question 38

Aligns with the philosophy that process improvement is never finished. The constant updating and improving of all processes.

Answer 38

Perfection

Question 39

A Japanese term that means to mistake-proof a process. The goal is to consciously and diligently try to eliminate defects by preventing human errors before they occur or create alarms to warn of potential defects.

Answer 39

Poka Yoke (aka Mistake Proofing)

Question 40

Displays that enable leaders to visually track People, Quality, Delivery, Cost and Process Improvement.

Answer 40

Process Performance Boards

Question 41

A measure of the time a product is actually being worked on in a machine or by an employee in a work area.

Answer 41

Process Time

Question 42

An informational tour of the area where the work is taking place.

Answer 42

Process Walk (aka Gemba Walk)

Question 43

Refer to the goal of having units moved through the process at the rate of customer demand. The opposite is a “Push” system.

Answer 43

Pull

Question 44

Refer to processes that rely on forecasting or the practice of creating excess goods and services to maintain a buffer.

Answer 44

Push

Question 45

Rapid Improvement Event (aka Kaizen Event)

Answer 45

In practice, generally spans from 1 to 5 days and involves key process participants focusing on solving a narrowly scoped process improvement opportunity.

Question 46

Japanese word for “Standardize” which is the fourth step in the 5S method.

Answer 46

Seiketsu (aka Standardize)

Question 47

Japanese word for “Sort” which is the first step in the 5S method.

Answer 47

Seiri (aka Sort)

Question 48

Japanese word for “Shine” which is the third step in the 5S method.

Answer 48

Seiso (aka Shine)

Question 49

Japanese word for “Set In Order” which is the second step in the 5S method.

Answer 49

Seiton (aka Set in Order)

Question 50

Also known as “Seiton”, is the second step in the 5S method.

Answer 50

Set in Order (aka Seiton)

Question 51

The practice of dramatically reducing or eliminating the time to change from one method or unit to another.

Answer 51

Setup Reduction

Question 52

Also known as “Seiso”, is the third step in the 5S method.

Answer 52

Shine (aka Seiso)

Question 53

Visual methods of storing tools or materials which are always placed where the work is being done.

Answer 53

Shadow Boards

Question 54

Japanese word for “Sustain” which is the fifth step in the 5S method.

Answer 54

Shitsuke (aka Sustain)

Question 55

The concept that products should flow from operation to operation in the smallest increment, with one piece being the ideal.

Answer 55

Single-Piece-Flow

Question 56

The practice of dramatically reducing or eliminating the time to change from one method or unit to another where the goal is to reduce the changeover time to single digits or under 10 minutes.

Answer 56

SMED (aka Single Minute Exchange of Die)

Question 57

Also known as “Seiri”, is the first step in the 5S method.

Answer 57

Sort (aka Seiri)

Question 58

Graphical tool used to track the movement of people and distances travelled in a work process. They track movement in office spaces as well as manufacturing shop floors.

Answer 58

Spaghetti Chart

Question 59

Refers to the goal of eliminating the variation in how a process or process step is completed. This is in response to the problem of process participants developing their own preferred ways of completing any given task.

Answer 59

Standard Work

Question 60

Also known as “Seiketsu”, is the fourth step in the 5S method. The goal is to establish standards for the first three steps in the 5S method such that all employees know how to maintain the workplace.

Answer 60

Standardize (aka Seiketsu)

Question 61

Refers to a visual stocking system used in tandem with Kanban or reorder signals in a Pull system.

Answer 61

Supermarket

Question 62

Also known as “Shitsuke”, is the fifth step in the 5S method.

Answer 62

Sustain (aka Shitsuke)

Question 63

A visual management tool that can help identify if action items have been completed by turning task board cards from red to green.

Answer 63

Task Board

Question 64

It is the average unit production time needed to meet customer demand and is calculated by dividing the time available (minutes of work/day) by the customer demand (units required/day).

Answer 64

Takt Time

Question 65

Refers to the concept of the moves or “touches” to a unit or product as it flows through a process. One of the 8 Wastes.

Answer 65

Transportation (aka Touches)

Question 66

A method of mapping that includes data as well as process steps with the goal of identifying waste in the system.

Answer 66

Value Stream Map

Question 67

The practice of making the workplace visually easy to work in.

Answer 67

Visual Management

Question 68

A measure of the time a unit or service is idle within a process.

Answer 68

Wait Time

Question 69

A term used to describe the person responsible for maintaining correct inventories on the production line so that line employees have no need to stop working.

Answer 69

Water Beetle (aka Water Spider)

Question 70

A method of organizing physical operations in the most efficient combination to maximize value added steps and to minimize waste.

Answer 70

Work Cell Design

Question 71

It involves adjusting the work rate between sub-processes in order to efficiently match customer demand or takt time.

Answer 71

Workload Balancing

Question 72

It is a method of collecting process issues and potential countermeasures that have been uncovered by the people working within the process. Once issues are surfaced they can be assigned to a person, a team or they may become the basis of a Rapid Improvement Event (aka Kaizen). They are also known as “Problem Boards,” “Waste Boards” or “Idea Boards.” The structure can differ but the underlying purpose is to surface and address process problems.

Answer 72

Gemba Board (aka Process Walk Board)

Question 73

Any action taken to offset or neutralize another action. This action differs from solutions because they suggest precise, tactical ongoing trial and error as opposed to a one-time, permanent fix. If this is determined to be ineffective, another one can be developed and tested. These are developed once a root cause has been verified.

Answer 73

Countermeasure

Question 74

They are a 3-pronged quality approach developed by the Japanese statistician Genichi Taguchi. By focusing on 1) better design ideas 2) rigorous testing of the design, and 3) reducing the impact of anything that would cause variation. His goal was to create a more robust product prior to full scale production. They are aimed to deliver exactly what the customer wanted by reducing variation and lowering costs in the process.

Answer 74

Taguchi Methods

Question 75

This is an equation that measures the “loss” experienced by customers as a function of how much a product varied from what the customer found useful. His idea rocked the quality world because the common wisdom held that when products met internal measures they were “good” and if they fell outside the limits they were “defects.” Taguchi looked at variation from the eyes of the customer and decided to grade on a curve.

Answer 75

Taguchi Loss Function

Question 76

This describes a brand of automation where a machine stops itself if there is an abnormal situation. This technique was invented by Sekichi Toyoda back in the 1896 so that his power loom invention would stop and and allow workers to intervene and fix the issues. The 4 steps in Jidoka are:

1. Detect the abnormality
2. Stop the machine
3. Fix what is wrong
4. Find and solve the root cause

Answer 76

Jidoka (aka Autonomation)

Question 77

his is a framework for conserving resources by eliminating waste, is considered the precursor to Lean Manufacturing. The two main concepts that drive “The Toyota Way” are Just-in-Time; only producing what is needed and not storing excess inventory and Jidoka; getting to immediate root cause when production runs into problems. This powerful combination is only possible by trusting and empowering employees to participate in the system.

Answer 77

TPS (aka Toyota Production System)

Question 78

The Spaghetti Map allows users to document the setup of any work area with the goal of mapping the movement of individuals during the completion of a specific process. This template enables the documentation of the movement, the distance travelled as well as the time it takes to walk that distance during the completion of manufacturing as well as transactional processes. This tool gets its name from the tendency of a finished diagram to resemble cooked spaghetti.

Answer 78

Spaghetti Map

Question 79

Parallel Processing indicates that two separate activities are taking place at the same time. This is a common improvement technique used to reduce the overall cycle time of any given process. This is the opposite of linear or serial processing.

Answer 79

Parallel Processing

Question 80

This is a method, popularized by the quality guru Shigeo Shingo, that proposes removing the need for inspection by eliminating the possibility of human error. Mr. Shingo was a proponent of Poka Yoke or Mistake Proofing processes which is a key component to removing the need for inspection. The idea is that by removing the root causes of errors, it is possible to achieve zero defects.

Answer 80

Zero Quality Control

Question 81

These were invented by Dr. Ishikawa as a way to empower workers to enhance product design, make the workplace safer and improve the processes they worked on. Led by a trained facilitators, these work groups grew into what are now known as modern day Rapid Improvement Events, also known as Kaizens.

Answer 81

Quality Circles

Question 82

This captures the four distinct “voices” for any given process. The Voice of the Business reflects the needs of management. The Voice of the Employee relays what it feels like to work within the process. The Voice of the Customer details the needs of the end user and the Voice of the Process lists the waste, rework and other observed process issues. This matrix provides a quick view of the mix of perspectives on any given process.

Answer 82

Process Voices

Question 83

This is a labeling tool used in the Sort Phase of a 5S as employees try to determine what’s necessary in a given workspace. They place questionable items into a holding area and attach this labeling tool to each item. The information on this can vary, but the goal is to determine if any one thinks the item is necessary and, if so, in what quantity. Items are “labeled with this tool” for a limited period of time and then given away, sold or recycled resulting in a less cluttered and more organized work area.

Answer 83

Red Tag

Question 84

This term outlines Dr. W. Edwards Deming’s philosophy based on the view that all elements of an organization should work in concert together as an interdependent system. The four elements lay out a framework for managers to reduce costs while increasing quality, customer loyalty, worker satisfaction and, ultimately, profitability. Below are the four key parts of this term:

1. Appreciation for a System
2. Knowledge of Variation
3. Theory of Knowledge
4. Psychology of Change

Answer 84

System of Profound Knowledge

Question 85

This is a process of setting strategic goals and then working collectively at all levels to reach the agreed-upon goals. This is an element of Total Quality Control (TQC) outlined by quality guru Kaoru Ishikawa which promotes delegation of authority as a way of respecting the entire workforce.

Answer 85

Hoshin Kanri

Question 86

This is an approach, inspired by Hoshin Kanri, designed to incorporate feedback from employees when determining organizational direction. It’s often used when developing things like mission statements and goals with the expectation that leadership and employees “toss” and “catch” each other’s ideas and collaborate on the end result.

Answer 86

Catchball

Question 87

This is a process of research where a problem is identified, relevant data is gathered, a hypothesis is formed based on the collected data and the hypothesis is tested. If the theory proves to be false the cycle repeats. This method is the foundation for both continuous improvement methods PDCA (Plan-Do-Check-Act) and DMAIC (Define, Measure, Analyze, Improve and Control) with the addition of countermeasures to improve the designated process.

Answer 87

Scientific Method

Question 88

In process improvement, a ______ is a tool that summarizes the inputs and outputs of one or more processes in table form. It is used to define a business process from beginning to end before work begins. The acronym ______ stands for suppliers, inputs, process, outputs, and customers which form the columns of the table.

Answer 88

SIPOC

Question 89

_____ is the customer’s voice, expectations, preferences, comments, of a product or service in discussion. It is the statement made by the customer on a particular product or service.

Answer 89

Voice of the Customer (VOC)