LSS Socrative Quizes Flashcards

Question 1

Q

This theory is centered on the idea that any process variation can be reduced using data collection, statistical tools, and sustained process monitoring.

A) Six Sigma
B) Lean
C) Process Mapping
D) Pareto Charting

Answer

A

A) Six Sigma

Note: Six Sigma is centered on the idea that any process variation can be reduced using data collection,
statistical tools, and sustained process monitoring The ultimate goal is to correct a process so it is near
perfect, generally allowing no more than 3.4 defects per million opportunities.

Question 2

Q

What is a problem-solving methodology that focuses on the weakest link in a chain of processes?

A) Process Mapping Methodology
B) Six Sigma Methodology
C) Lean Methodology
D) Theory of Constraints

Answer

A

D) Theory of Constraints

Note: The Theory of Constraints (TOC) is problem-solving methodology that focuses on the weakest link in a
chain of processes. The goal of TOC is to increase profits by identifying constraints that exist in any component of the process. At least one constraint exists in a process that holds back an organization from maximizing profits. This constraint must be addressed.

Question 3

Q

This is a collection of interacting forces that implement processes and coordinate resources and supporting services to help processes succeed and improve?

A) Process
B) Organization
C) Business System
D) Flow

Answer

A

C) Business System

Note: Business systems are a collection of interacting forces that implement processes and coordinate resources and supporting services to help processes succeed and improve. Business systems are managed from a broader perspective in an organization (executives or directors).

Question 4

Q

These individuals own the vision for the business, they provide sponsorship and set expectations for the results from Six Sigma?

A) Champions
B) Executive Leadership
C) Process Owners
D) Master Black Belts

Answer

A

B) Executive Leadership

Note: The Executive Leadership owns the vision for the business, they provide sponsorship and set expectations for the results from Six Sigma. They enable the organization to apply Six Sigma then monitor the progress against expectations. They:

Make decisions to implement the Six Sigma initiative and develops accountability methods;
Set meaningful goals and objectives for the corporation;
Set performance expectations for the corporation;
Ensures continuous improvement in the process; and
Eliminates barriers and recognizes achievement

Question 5

Q

This quality theorist is known as the Father of Total Quality Management?

A) Dr. Walter Shewhart
B) Joseph Juran
C) W. Edwards Deming
D) Dr. Kaoru Ishikawa

Answer

A

C) W. Edwards Deming

Note: W. Edwards Deming is known as the Father of Total Quality Management (TQM). Continuous improvement
is a business strategy that is developed at the organizational level for projects to adopt and use. It may
also be implemented by an organization PMO. Continuous improvement has been used in business for nearly three-quarters of a century W. Edwards
Deming was an early leader in the field of process improvement, beginning with his work in post-World War II Japan. He taught four concepts that have been the foundation of the continuous process
Improvement movement:

Better design of products to improve service
Higher level of uniform product quality
Improvement of product testing in the workplace and in research centers
Greater sales through global markets

Deming’s philosophy was about improving quality to reduce expenses, increase productivity, and thus
increase market share. His views on quality control and quality management increased worldwide demand for Japanese products and soon gained popularity in the United States and worldwide.

Question 6

Q

A balanced scorecard is a management system that provides feedback on both inter nal business processes and exte rnal outcomes to continuously improve strategic pe rfo mance and results. Which of these perspectives is not one of the Balanced Scorecard met ics?

A) Financial Perspective
B) Competitor Perspective
C) Customer Perspective
D) Inte nal Processes Perspective
E) Employee Lea rning and Growth Perspective

Answer

A

C) Competitor Perspective

Note: Balanced scorecards allow an organization to measure and analyze pe fo mance against c itical success factors (both financial and non-financial). Way to link sho t-te rm actions with long-te rm goals.

Financial measures give owners, shareholders , and stakeholders a view
of the value and expenses, while non-financial can give stakeholders a
perspective on customer value, operational pe fo mance, and quality.
Financial Perspective – Addresses the financial objectives that must be accomplished. Examples of met ics: invento y levels, activity-based costing, cost of poor quality, and overall project savings Customer Perspective – Looks at the customer objectives that must be met. Examples: on-time deliver y, customer satisfaction, and product quality.

Inte nal Process Perspective – Addresses the Six Sigma project by examining the processes that require modification or improvement to achieve the customer objectives. Examples: cycle time, number of hours of rework, supplier quality, number of defects, and volume shipped.

Employee Lea ning and Growth Perspective – Looks at how team members must lea n and innovate to achieve the project’s goal. Examples: quality of training, total number of individuals trained, utilization of tools, effectiveness of meetings, and project schedule vs actual dates.

Question 7

Q

What is a comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measur ing pe rfo rmance?

A) Strategic Objective
B) System Analysis
C) Operational Objective
D) Benchmark

Answer

A

D) Benchmark

Note: Benchmarking is the compa ison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measu ing pe fo mance. Benchmarking may come from va ious sources, including publications, professional meetings, university research, customer feedback, site visits, and analysis of competitors’ products.

Question 8

Q

Business value is the net quantifiable benefit der ived from a business endeavor that maybe tangible, intangible, or both.

A) True
B) False

Answer

A

A) True

Note: Business Value is the net quantifiable benefit de rived from a business endeavor, the benefit of which may be tangible, intangible, or both. Components of business value include:

Shareholder value - in a publicly traded company, the pa rt of capitalization that is equity as opposed to debt; for example, the number of outstanding shares multiplied by the cu rent share p ice.
Customer value - the value received by the customer of a product or se vice.
Employee knowledge - an asset of the business, a frequently overlooked component of business value.
Channel pa tner value - the value of a business’ pa tners.

Question 9

Q

What is the financial metr ic of profitability that measures the gain or loss from an investment relative to the amount of money invested?

A) Net Present Value NPV
B) Inte nal Rate of Retu n IRR
C) Retu rn on Investment ROI
D) Present Value PV

Answer

A

C) Retur n on Investment (ROI )

Note: Retur n of investment (ROI): ROI is most common and popular technique to used for measur ing the amount of retu rn on an investment. To calculate the ROI, the Net profit is divided by cost of investment. The result is come in % and ratio. It is a ratio of net profit and costs of investment. It is a ver y simple financial mat ix to evaluate the efficiency of an investment.

It is sometimes called the rate of retu n” and is usually expressed as a percentage. A positive ROI is interpreted as a good investment, and a negative ROI indicates a bad investment.

ROI is used for personal financial decision, compare company profitability, and compare the efficiency of different investment

Limitation of ROI Finding a satisfactory definition of profit and investment is difficult to find because it does not factor in the Time-Value of Money.

Fo rmula for ROI ROI%= Net profit /Costs of investment) * 100

Question 10

Q

The prevention and appraisal costs associated with quality are known as:

A) Cost of Confo rmance
B) Cost of Poor Quality
C) Cost of Nonconfor mance
D) Operational Costs

Answer

A

A) Cost of Confor mance

Note: The cost of confor mance includes the costs associated with prevention and appraisal costs.

Preventative Costs – Costs incu rred in advance of producing or deliver ing a product or se vice. Examples: DFSS, auditing, enginee ing, training

Appraisal Costs – Costs incu red du ing the process to assure the final product meets expectations. Examples: raw mate ial tests, finished product inspection, and calibrations

Question 11

Q

This Six Sigma Belt is a practitioner of Six Sigma Methodology and typically work with in their functional areas or suppo rt larger Black Belt Projects?

A) White Belt
B) Yellow Belt
C) Green Belt
D) Master Black Belt

Answer

A

C) Green Belt

Note: Green Belts are practitioners of Six Sigma Methodology and typically work within their functional areas or suppo t larger Black Belt Projects. Green Belts are capable of solving problems within their local span of control. Green Belts remain in their cu rent positions but apply the concepts and p inciples of Six Sigma to their job environment. Green Belts usually address less complex problems than Black Belts and pe fo m at least two projects per year. They may also be a pa t of a Black Belt’s team, helping to complete the Black Belt project.

Question 12

Q

This organizational Theo y states that a lower-level need must be satisfied before a higher-level one can be addressed.

A) McClelland’s Achievement Theo y
B) He zberg’s Hygiene Factors
C) McGrego ’s Theo y X and Theo y Y
D) Maslow’s Hierarchy of Needs

Answer

A

D) Maslow’s Hierarchy of Needs

Note: Maslow’s Hierarchy of Needs is a popular theo y that places the needs of an individual in a pyramid or t iangle. The theo y states that a lower-level need must be satisfied before a higher-level one can be addressed.

Question 13

Q

According to Tuckman’s ladder of team development stages, this rung is where the team begins to work productively, without worr ying about personal acceptance or control issues?

A) Fo rming
B) No rming
C) Sto rming
D) Per fo ming

Answer

A

B) Nor ming

Note: No ming - The team begins to work productively, without wo ying about personal acceptance or control issues. There are still conflicts; however, they tend to be focused on process issues rather than personality differences. The team begins to operate off mutual dependence and t rust.

Question 14

Q

The most effective overall approach to conflict management that incorporates multiple viewpoints and enables cooperative attitudes and open dialog to reach consensus and commitment is:

A) Collaborate/Problem Solve
B) Withdraw/Avoidance
C) Smooth/Accommodate
D) Force/Direct
E) Compromise/Reconcile

Answer

A

A) Collaborate/Problem Solve

Note: Collaborate/Problem Solving is a conflict management approach that incorporates multiple viewpoints and enables cooperative attitudes and open dialog to reach consensus and commitment.

Question 15

Q

What is a fo rm of contingency analysis, where the objectives and co responding tasks to be completed in a project are listed along with all relevant and significant ways the task could fail?

A) Decision Tree Analysis
B) Monte Carlo
C) Process Decision Program Char ts
D) Simulations

Answer

A

C) Process Decision Program Cha rts

Note: Process Decision Program Cha ts PDPC Fo m of contingency analysis, where the objectives and co responding tasks to be completed in a project are listed along with all relevant and significant ways the task could fail.
Each failure is assigned a contingency plan in order to hedge against task failure. These contingencies can be planned in advance so that, in the event of failure, the contingencies can be executed and the project is likely to remain on course and not derail.
PDPCs are similar to a fault tree analysis and can be considered a lighter version of FMEA (we will talk about later). The failure modes in a PDPC and their likely frequencies are often obtained from p ior expe ience. PDPCs are ve y advantageous for situations where failure likelihood is unknown. Having contingencies available mitigates the isk of project failure. Suppor ting data for failures and contingencies can also be found from SMEs, technical white papers, or stakeholders.

Question 16

Q

What document expands on the Business Case, cla rifies the project’s focus and measures of project per fo mance and is completed by the Lean Six Sigma Belt?

A) Project Management Plan
B) Project Cha ter
C) Six Sigma Vision Statement
D) DMAIC Objective Statement

Answer

A

B) Project Cha ter

Note: The Project Cha ter expands on the Business Case, it cla ifies the project’s focus and measures of project pe fo mance and is completed by the Lean Six Sigma Belt. The Project Cha ter is an impo tant document – it is the initial communication of the project. The first phases of the Six Sigma methodology are Define and Measure. These are known as “Character ization” phases that focus p ima ily on understanding and measur ing the problem at hand. Therefore, some of the info mation in the Project Cha ter, such as p ima y and seconda y met ics, can change several times. By the time the Measure Phase is wrapping up the Project Char ter should be in its final fro m meaning defects and the met ics for measur ing them are clear and agreed upon.

Question 17

Q

A hierarchical decomposition of a project’s total scope of work to accomplish project objectives and create the required deliverables?

A) DMAIC
B) RBS
C) WBS
D) DFSS

Answer

A

C) WBS

Note: Work Breakdown Str ucture (WBS) is a hierarchical decomposition of a project’s total scope of work to accomplish project objectives and create the required deliverables.

Question 18

Q

Risk can be either positive or negative?

A) T rue
B) False

Answer

A

A) True

Note: Risk: An unce tain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.

Question 19

Q

Which of these is not a focus for project closeout?

A) Met ics Closure
B) Legal Closure
C) Administrative Closure
D) Financial Closure

Answer

A

A) Met ics Closure

Note: A project manager should focus on the administrative, legal and financial closure of a project.

Question 20

Q

Qualitative r isk analysis looks at these two aspects?

A) Sensitivity of risk to other factors
B) Probability of isk occurence
C) Size and complexity of the project
D) Impact if risk occurs

Answer

A

B) Probability of r isk occur rence
D) Impact if r isk occurs

Note: A qualitative r isk analysis is done on eve y identified risk looking at them from the probability and impact.

Question 21

Q

Executives in your organization ask you why it is impo rtant to reduce var iation in a process. You explain to him that reducing or eliminating var iation reduces defects. Why is it impor tant for an organization to reduce defects?

A) Creates oppor tunities for future changes.
B) Reduces costs by reducing the COPQ
C) Efficiencies mean reducing the workforce.
D) Increases invento ry directly resulting in higher sales.

Answer

A

B) Reduces costs by reducing the COPQ

Note: Va iation in a process creates waste and e rors, othe wise known as “Defects”. Reducing va iation, then, will improve the process so that it creates fewer defects. The reduction in defects result in a reduction in costs by eliminating things like scrap, rework and other Costs of Poor Quality COPQ .

Question 22

Q

Your organization uses a Balanced Scorecard to look at its organizational health. What perspective of the organization is being evaluated when looking at cycle time, number of hours of rework, supplier quality, number of defects, and volume shipped?

A) Financial Perspective
B) Customer Perspective
C) Inter nal Process Perspective
D) Employee Lear ning and Growth Perspective

Answer

A

C) Internal Process Perspective

Note: Inte nal Process Perspective – Addresses the Six Sigma project by examining the processes that require modification or improvement to achieve the customer objectives. Examples: cycle time, number of hours of rework, supplier quality, number of defects, and volume shipped.

Question 23

Q

Executives in your organization are conce ned about profitability. They understand that many of the costs affecting profitability are hard to see. When looking at the Costs Of Poor Quality COPQ what are these intangible costs that are hard to see?

A) Hard Costs
B) Soft Costs
C) Marketing Costs
D) Invisible Costs

Answer

A

B) Soft Costs

Note: Generally speaking COPQ can be classified as tangible (hard costs) and intangible (soft costs). Even worse are the intangible Costs of Poor Quality. These are typically 20 to 35% of sales.

Question 24

Q

In order to be successful an organization has to constantly take a look at themselves. Your organization’s executives want to take an introspective look at themselves before deciding on the direction they want to go. You suggest this method for this introspective?

A) PESTLE Analysis
B) SMART Analysis
C) Po tfolio Analysis
D) SWOT Analysis

Answer

A

D) SWOT Analysis

Note: SWOT = Strengths and Weaknesses Inte nal looking) looked at together to develop offensive strategies / Oppo tunities and Threats Exte nal looking) looked at together to develop defensive strategies. It compares the inte rnal competencies and exte rnal forces to maximize an organization’s advantages and prese rve its operation.

Question 25

Q

There are a number of roles within LSS that play a pa t in ensu ing project success. Your organization wants to know who should help them identify and select the most meaningful projects to work on while also providing guidance to the Six Sigma belts. What person would you tell them would provide this role?

A) Champion
B) Master Black Belt
C) Black Belt
D) Green Belt

Answer

A

A) Champion

Note: Champions are responsible for functional business activities and to provide business deliverables to either inte nal or exte nal customers. They are in a position to be able to recognize problem areas of the business, define improvement projects, assign projects to approp iate individuals, review projects and suppo t their completion. They are also responsible for a business roadmap and employee training plan to achieve the goals and objectives of Six Sigma within their area of accountability.

Question 26

Q

The project sponsor is looking for the person responsible for a specific task. As the belt running the project what is the document you tell the sponsor to reference?

A) SMART
B) RACI
C) SWOT
D) PESTLE

Answer

A

B) RACI

Note: A RACI cha t is a common type of Responsibility Assignment Mat ix RAM that uses responsible, accountable, consult, and info m statuses to define the involvement of stakeholders in project activities. RACI stands for: Responsible, Accountable, Consulted, Info med Note: The RACI cha t is also called a RASI cha t, where “S” stands for “Suppor t.”

The RACI mat ix helps identify who is responsible for making decisions and how the people responsible are suppo ted. RACI is generally used to provide clar ity on the roles and responsibilities assigned to each project team member.

Question 27

Q

Your organization has selected a project to unde take over the next few months. The project needs, requirements, and constraints are well understood r ight now.

A) Agile
B) Hyb id
C) Sc um
D) Predictive

Answer

A

D) Predictive

Note: Predictive / Plan Dr iven - A more traditional approach wherein, as much as possible, the project needs, requirements, and constraints are understood at the beginning of the project, and plans are developed accordingly.

o Those plans d ive the project fo ward.
o The more well planned out, the more predictive and controlled the project is.

Question 28

Q

You are a belt new to a project. You want to know what the deliverable includes. You know you need to look at the scope baseline. Which of these are NOT pa t of the scope baseline?

A) Scope Statement
B) Budget
C) Work Breakdown St ructure
D) WBS Dictionar y

Answer

A

B) Budget

Note: Scope Baseline: Approved version of the scope statement, WBS, and its associated WBS dictiona y. It can only be changed using fo mal change control procedures and is used as a basis for compa ison to actual results.

Question 29

Q

There are a number of met ics used when looking at a Six Sigma project. One met ic is used to measure the negative side effects that may unintentionally result from Six Sigma projects. What are these met ics called?

A) Consequential
B) Pr ima y
C) Seconda y
D) Business

Answer

A

A) Consequential

Note: Consequential Met ic: Met ics used to measure negative side effects that may unintentionally result from Six Sigma projects.

Question 30

Q

You are working on a process improvement project for a process within another depar tment. The functional manager responsible for the process asks you what the goal of the Theo y of Constraints is. What would you tell this manager?

A) Improvements in customer satisfaction
B) Reduction of redundancy in the process
C) Increased invento ry
D) Increased profits

Answer

A

D) Increased profits

Note: The goal of the Theo y of Constraints TOC is to increase profits by identifying constraints that exist in any component of the process. At least one constraint exists in a process that holds back an organization from maximizing profits. This constraint must be addressed.

Question 31

Q

Six Sigma is the ideal goal and results in only:

A) 3400 Defects per Million Oppor tunities DPMO
B) 340 Defects per Million Oppor tunities DPMO
C) 34 Defects per Million Oppo rtunities PMO
D) 3.4 Defects per Million Oppor tunities DPMO

Answer

A

D) 3.4 Defects per Million Opportunities DPMO

Note: The definition of Six Sigma (a per fect system) is 3.4 Defects per Million Oppor tunities DPMO .

Question 32

Q

W Edwards Deming, an engineer from Motorola, is credited as the father of Six Sigma.

A) True
B) False

Answer

A

B) False

Note: William Smith Jr, an engineer from Motorola, is credited as the father of Six Sigma.

Question 33

Q

The Six Sigma Methodology is made up these five stages:

A) Demonstrate, Measure, Adapt, Improvise, and Create
B) Define, Measure, Analyze, Improve and Control
C) Discuss, Monitor, Analyze, Improve, and Create
D) Define, Monitor, Adapt, Improvise, and Control

Answer

A

B) Define, Measure, Analyze, Improve and Control

Note: The Six Sigma Methodology is made up of five stages: Define, Measure, Analyze, Improve and Control.

Question 34

Q

Six Sigma problem solving focuses on Y = f (X . This is fo rmula represents cause and effect and can be descr ibed as:

A) Understanding the relationship between dependent var iables and the one independent var iable.
B) Understanding the relationship between sample means and their standard deviations.
C) Understanding the relationship between the population and the sample means.
D) Understanding the relationship between independent var iables and the dependent var iable.

Answer

A

D) Understanding the relationship between independent variables and the dependent variable.

Note:
* Understanding the relationship between independent var iables and the dependent var iable * Identifying the vital few independent var iables that effect the dependent var iable
* Optimizing the independent va iables to control the dependent va iable
* Monitor ing the optimized independent var iables

Question 35

Q

ThisBelt remains in their cu rent positions but apply the concepts and pr inciples of Six Sigma to their job environment. They usually address less complex problems and per fo m at least two projects per year.

A) White Belt
B) Yellow Belt
C) Green Belt
D) Black Belt

Answer

A

C) Green Belt

Note: Green Belts remain in their cu rent positions but apply the concepts and p inciples of Six Sigma to their job environment. Green Belts usually address less complex problems than Black Belts and pe fo m at least two projects per year. They may also be a pa t of a Black Belt’s team, helping to complete the Black Belt project.

Question 36

Q

A repetitive and systematic se ries of steps or activities where inputs are modified to achieve a value-added output?

A) System Thinking
B) Mapping
C) Process
D) Business Operations

Answer

A

C) Process

Note: A process is a repetitive and systematic ser ies of steps or activities where inputs are modified to achieve a value-added output.

Question 37

Q

What is created by the people who are closest to the process and represents what is cur rently happening not what you think is happening.

A) Process Mapping
B) Kanban Board
C) Kaizen Map
D) Voice of the Business

Answer

A

A) Process Mapping

Note: A process map is created by the people who are closest to the process and represents what is cu rently happening not what you think is happening.

Question 38

Q

What is the time it takes for your process steps to produce one output?

A) Takt Time
B) Lead Time
C) Cycle Time
D) First Time Yield Time

Answer

A

C) Cycle Time

Note: Cycle Time is the time it takes for your process steps to produce one output.

Question 39

Q

A stakeholder is someone who has a vested interest in the process and/or its products and outputs?

A) True
B) False

Answer

A

A) True

Note: A stakeholder is anyone who can affect or is affect by a project. They have a vested interest in the project. Can include: customers, suppliers, employees, investors, etc.

Question 40

Q

What is a bar graph used to a range infor mation in such a way that pr io ities for process improvement can be established?

A) Pie Char t
B) Pareto Char t
C) Control Char t
D) XBar Char t

Answer

A

B) Pareto Chart

Note: A Pareto Cha t is special type of Histogram used to a range info mation in such a way that p io ities for process improvement can be established. Often refe red to as the 80- 20 theo y as it identifies the 20% of the issues that cont ibute to 80% of the problems.

Question 41

Q

This is a documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the author ization of fu rther project management activities?

A) Business Need
B) Cha ter
C) Business Case
D) Scope

Answer

A

C) Business Case

Note: A business case is a documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the autho ization of fu ther project management activities.

Question 42

Q

The Business Need is a summation of what requires improvement?

A) True
B) False

Answer

A

B) False

Note: Problem Statement: A summation of what requires improvement. A problem statement must be clearly defined and unambiguous in content. The statement should not be judgmental, accusing, or based on opinion. Is a key pa t of the char ter.

Question 43

Q

As a belt you want to go beyond seeing the system as a single unit but look at it as a whole. This type of thinking is called:

A) Process Thinking
B) Six Sigma Thinking
C) Lean Thinking
D) System Thinking

Answer

A

D) System Thinking

Note: System Thinking is a discipline where the practitioner goes beyond seeing the system as a single unit. The practitioner sees the inter relationships of system patter ns, and not the individual snapshots.

Question 44

Q

Which of these are not key business dr ivers for a Six Sigma project?

A) Profit
B) Customer Satisfaction
C) Market Share
D) Efficiency
E) Increased Inventor y

Answer

A

E) Increased Inventory

Note: Invento y is generally something we want to reduce to the minimum level required to fill customer demand.

Question 45

Q

There are two perspectives a project can be viewed from. They look at projects through the Voice and the Customer VOC and the Voice of the Business VOB . These perspectives focus on what two factors:

A) Effectiveness and Efficiency
B) Profit and Loss
C) Inventor y and Sales
D) Scope and Schedule

Answer

A

A) Effectiveness and Efficiency

Note: There are two perspectives a project can be viewed from. The Voice and the Customer VOC looks at it from an effectiveness perspective. Do we achieve customer satisfaction. The Voice of the Business VOB looks at it from an efficiency perspective. Do we have the most efficient processes we can.

Question 46

Q

When looking at C ritical to Quality ( CTQ) , which of these is NOT a “Voice” we should listen to:

A) Voice of the Customer
B) Voice of the Business
C) Voice of the Competitor
D) Voice of the Employee

Answer

A

C) Voice of the Competitor

Note: The Voice of the Customer, Voice of the Business and Voice of the Employee:

Creates awareness of needs that are C ritical to Quality CTQ
Identifies gaps between what is and what should be
Identifies process defects that cont ibute to the gap
Identifies which processes are most broken
Enlightens us to the unacceptable Costs of Poor Quality COPQ

Question 47

Q

Cr itical to Quality ( CTQ’s) character istics are measures we use to capture VOC properly. What are two categor ies of customers that we need to consider?

A) Financial and Operations
B) Inter nal and Exter nal
C) Business and Supplier
D) Indust y and Competitor

Answer

A

B) Internal and External

Note: Inte rnal Customers - Those within your organization who receive the output of your work. Exter nal Customers - Those who receive the output of your product or se vices.

Question 48

Q

COPQ can be looked at from the standpoint of both Hard and Soft Savings.

A) True
B) False

Answer

A

A) True

Note: Hard savings hard saving is tangible direct savings and are directly linked to the “profit and loss statement while soft saving is the intangible benefit of continuous company improvement. While Hard Savings are always more desirable because they are easier to quantify it is also necessar y to think about Soft Savings.

Question 49

Q

This is a method for identifying cer tain features or capabilities as Basic, Per fo mance, or Excitement helps in the pr io itization of which capabilities are t ruly must-have, what features may create meaningful competitive differentiators, etc.

A) Kano Model
B) MoSCoW Model
C) Net Promoter Score
D) Paired Compa ison

Answer

A

A) Kano Model

Note: The Kano Model helps identify ce tain features or capabilities as Basic, Pe fo mance, or Excitement helps in the p io itization of which capabilities are t uly must-have, what features may create meaningful competitive differentiators, etc. Looks at the excitement level of the customer.

Question 50

Q

This is a st ructured method in which customer requirements are translated into approp riate technical requirements for each stage of product development and production?

A) Quality For Design
B) Quantitative Functional Diagram
C) Qualitative Force Deployment
D) Quality Function Deployment

Answer

A

D) Quality Function Deployment

Note: Quality Function Deployment QFD - A st uctured method in which customer requirements are translated into approp iate technical requirements for each stage of product development and production. Often refe red to as listening to the voice of the customer. Also known as the House of Quality.

Question 51

Q

It refers to the rate at which a company should produce or manufacture a product or se vice to satisfy the total demand?

A) Cycle Time
B) Process Time
C) Takt Time
D) Lead Time

Answer

A

C) Takt Time

Note: Takt Time refers to the rate at which a company should produce or manufacture a product or se vice to satisfy the total demand.
Fo rmula = Available Production Time / Required Units

It tells the company when the company should finish the production
It shows what should be the ideal time

Question 52

Q

The focus of this concept is to improve process efficiency and effectiveness by reducing waste & improving flow?

A) Six Sigma
B) Project Management
C) Agile Thinking
D) Lean

Answer

A

D) Lean

Note: The Lean concept focuses on improving process efficiency and effectiveness by reducing waste & improving flow.

Question 53

Q

Which of the following is a visual means to identify and analyze a specific business process within an organization?

A) Ishikawa Diagramming
B) Value Stream Mapping
C) System Thinking
D) PDCA Methodology

Answer

A

B) Value Stream Mapping

Note: Value stream mapping is a visual means to identify and analyze a specific business process within an organization. The value stream mapping is one of the many lean manufactu ing techniques. To avoid any possible confusion, there are differences between the value stream mapping and the Six Sigma process mapping. The value stream mapping:

Gathers a lot more info mation than a typical process map
Is usually used at a broader level, from receiving the supplies to delive y of the final products
Is usually used to identify where the future projects should focus, as well as the subprojects, and the kaizen events.
A value stream map needs to take into account much different info mation, from the management to the activity of the product, not forgetting all the info mation systems that suppo t the process. This is pa ticularly helpful when you want to decrease the time spent on one process since you’ll be connecting the dots between the decision-making and the process flow.

Question 54

Q

Muda is a key area of focus in lean. Muda refers to what aspect of the lean methodology?

A) Waste
B) Processes
C) Management
D) Efficiencies

Answer

A

A) Waste

Note: Muda (waste) is classified into eight fo ms. A main focus of lean methodologies is to reduce or eliminate waste. The eight fo rms are:

Transpo tation
Invento y
Motion
Waiting
Overproduction
Overprocessing
Defects Co rrection)
Skills

“Tim Woods”

Question 55

Q

A process designed to organize the workplace, keep it neat and clean, maintain standardized conditions and instill the discipline required to enable each person to achieve and maintain a world class work environment is refe rred to as:

A) 3M
B) 4C
C) 5S
D) 6X

Answer

A

C) 5S

Note: 5S is a process designed to organize the workplace, keep it neat and clean, maintain standardized conditions and instill the discipline required to enable each person to achieve and maintain a world class work environment.

Sei i So t) - Put things in order
Seiton Straighten) - Proper A rangement
Seiso Shine) – Clean
Seiketsu Standardize) – Pu ity
Shitsuke Sustain) - Commitment

Question 56

Q

This is an approach that companies take when they need to create or redesign a product or process from the ground up to meet Six Sigma quality levels?

A) DMAIC
B) DFSS
C) IPECC
D) MDMP

Answer

A

B) DFSS

Note: DFSS is an approach that companies take when they need to create or redesign a product or process from the ground up to meet Six Sigma quality levels. DFSS uses a wide range of Six Sigma tools to prevent waste and build quality into products and processes. This is pe fo med by Six Sigma design teams early in the development phases before launch or release rather than after products are being made for the market. DFSS processes reinforce quality prediction to improve pe fo mance of early designs and sho ten the time from concept to commerce. DFSS creates a long-te m shift in cost of quality towards design and prevention.

Question 57

Q

This DFSS methodology relies heavily on voice of the customer and quality function deployment to establish quality design of a new product or se vice?

A) IDOV
B) DMADV
C) DMAIC
D) FMEA

Answer

A

A) IDOV

Note: IDOV relies heavily on voice of the customer and quality function deployment to establish quality design of a new product or se vice. IDOV stands for Identify, Design, Optimize, Ver ify

I = Identify – Accurately identifying the requirements for the new product or se vice through the voice of the customer process.
D = Design – Identifying va ious design parameters and possible isks through the use of simulation tools. O = Optimize – Existing design is optimized, alte native design elements are developed, and the pe fo mance capabilities of business processes are predicted.
V = Ve ify – The design is tested and validated, and any final changes to the business process are made.

Question 58

Q

This DFSS methodology uses key LSS tools to create high-Quality design?

A) DMAIC
B) IDOV
C) FMEA
D) DMADV

Answer

A

D) DMADV

Note: DMADV is the most popular DFSS methodology. It uses key LSS tools to create high-quality design. DMADV stands for Define, Measure, Analyze, Design, Ver ify

First three phases are the same as DMAIC.

D = Define – The problem to be addressed is defined.
M = Measure – Measu ing the custome ’s specifications.
A = Analyze – Analyze the process to meet the custome ’s specifications.
D = Design – Designing a process to meet the custome ’s specifications is detailed.
V = Ve ify – The design’s pe fo mance and ability to meet customer specifications is ve ified.

Question 59

Q

This is a systematized group of activities to recognize and evaluate the potential failure of a product or process and its effects, identify actions that could eliminate or reduce the occu rrence of the potential failure, and document the process.

A) IDOV
B) DFSS
C) FMEA
D) DMAIC

Answer

A

C) FMEA

Note: Failure Mode and Effects Analysis (FMEA): A systematized group of activities to recognize and evaluate the potential failure of a product or process and its effects, identify actions that could eliminate or reduce the occur rence of the potential failure, and document the process.

Approach used to identify all the possible ways that a design, assembly, or manufactur ing process, se vice or product can fail.
T ries to identify the associated consequences of such failures.
Failures are given p io itization based on:
Ease of detection
Se iousness of their consequences
Frequency with which they occur
Beginning with the highest p io ity failures, the goal of FMEA is to eliminate or reduce them.

Question 60

Q

You are working with your team on a process improvement project. You have developed a possible solution but you explain to your team that in order for the solution to be effective, they need to look at these three metrics as the goal when looking at the process improvement?

A) Better
B) Faster
C) Bigger
D) Cheaper
E) Complex

Answer

A

A) Better
B) Faster
D) Cheaper

Note: Goal is always to make the process better, faster and cheaper.

Question 61

Q

There are a number of theorists associated with quality and process improvements. You want your team to understand where the theories in LSS came from. Who was the engineer from Motorola you should tell your team to research as he is known as the father of the Six Sigma concept?

A) Jack Welch
B) W. Edwards Deming
C) Bill Smith
D) A mand Feigenbaum

Answer

A

C) Bill Smith

Note: Bill Smith, an engineer from Motorola, is credited as the father of Six Sigma Motorola created the Measure-Control phases of the method.

Question 62

Q

Your company executives are trying to select from a list of projects that were pitched for improving the performance within the organization. Your organization wants to use organizational data to provide a direct plan to effect core business metrics that have bottom-line impact. What approach to project selection are they describing?

A) Blatantly Obvious
B) Brainstor ming Approach
C) Management Dictated Approach
D) St ructured Approach

Answer

A

D) Structured Approach

Note: A structured approach identifies projects based on organizational data providing a direct plan to effect core business metrics that have bottom-line impact.

Question 63

Q

During a Failure Mode and Effects Analysis (FMEA), the severity for an effect is rated a 5, the probability of one of the possible causes of failure occurring during the life of the scope is rated a 7, and a process control’s ability to successfully detect its failure mode after it occurs but before the customer affected is rated a 9.

What is the criticality?

A) 315
B) 36
C) 35
D) 45

Answer

A

C) 35

Note: 35 is the criticality. The criticality is calculated by multiplying together the severity and the occurrence ratings (5 x 7). The higher the criticality, the higher the priority the process should have in implementing an improvement or solution to eliminate as many defects as quickly as possible.

Question 64

Q

The Voice of the Customer (VOC) is an important part of determining what an organization needs to design as customers make a purchase decision based on a number of factors.

In Lean Six Sigma we refer to these decision points as ______.

A) C ritical to Quality
B) Cost of Quality
C) C ritical to Operations
D) Cost of Poor Quality

Answer

A

A) Critical to Quality

Note: Critical to Quality (CTQ’s) are measures we use to capture VOC properly

CTQ’s can be vague and difficult to define

– The customer may identify a requirement that is difficult to measure directly so it will be necessary to break down what is meant by the customer into identifiable and measurable terms

Answer 65

A

B) Provides insight into the cumulative effects of an entire process.

Note: Rolled throughput yield is the probability of a product or service making it through the entire process (with multiple steps) without having a single defect. Ideally, you want this value to be 100%, but that can only happen if all products pass each process step 100% of the time.

Answer 66

A

C) Cycle Time

Note: Cycle Time – is a quantitative measurement of how long it takes to complete one run or step of a process from start to finish, transforming input materials into one unit of output or WIP. Cycle time is often calculated from the number of units produced over a defined period of time. Knowing the cycle time of a process at baseline can help validate improvements in their ability to reduce cycle time.

Answer 67

A

C) WIP

Note: Work in Progress (WIP) – Items in the value stream not yet complete. Includes inventory and items currently being worked on.

Answer 68

A

C) Creating new products

Note: Design for Six Sigma DFSS projects are approp iate for creating new products. DFSS is a process for eliminating problems in a product du ing the design phase. Since 70% to 80% of all quality problems are design related, it is much cheaper and more efficient to catch and resolve them du ing the design phase. This means that the focus should be on the beginning of the process instead of at the end or in the middle.

Answer 69

A

D) Internal Failure Costs

Note: This is an internal failure cost. Labor and other related costs are all incur by the organization due to the inefficiency of the process.

Answer 70

A

D) Process

Note: A process is a set of interconnected procedures and operations that convert inputs, such as people, resources, methods, and money, into outputs, such as products or services.

Answer 71

A

C) Non-Value Added tasks

Note: A process map is used to identify non-valued added tasks with a goal to reduce or eliminate them if possible.

Answer 72

A

B) False

Note: Spaghetti Diagram: Performed in lean improvements to map the comprehensive set of motions used during a period of time.

Answer 73

A

A) Scatter Diagram

Note: Scatter Diagram – A graphical technique to analyze the relationship between two variables. Two sets of data are plotted on a graph, with the y-axis being used for the variable to be predicted and the x-axis being used for the variable to make the prediction. The graph will show possible relationships (although two variables might appear to be related, they might not be; those who know most about the variables must make that evaluation).

Answer 74

A

B) Fishbone Diagram

Note: Fishbone Diagram: Analyzes all potential causes or influences for a given effect or problem in various organizational situations. Can provide a clear, visual representation of the factors affecting a system or process.
Graphically illustrated the relationship between a given outcome and all the factors that influence the outcome. It helps you:

Determine factors that cause positive or negative outcomes
Adds structure for productive brainstorming
Organize the factors

Answer 75

A

B) Sample

Note: A sample refers to a significantly smaller subset of the population used to make inferences. The purpose of sampling is: To get a “sufficiently accurate” inference for considerably less time, money and other resources. Also to provide a basis for statistical inference; if sampling is done well, and sufficiently, then the inference is “what we see in the sample is representative of the population”.

Answer 76

A

A) True

Note: Probability is the chance or extent to which something is likely to happen. The probability of an event is a number between 0 and 1, where, roughly speaking, 0 indicates impossibility of the event and 1 indicates certainty.

Answer 77

A

C) Central Limit Theorem

Note: Central Limit Theorem: States that irrespective of the shape of the distribution of a population, the distribution of sample mean is approximately normal when the sample size is large.

Organizations use the central limit theorem because it is often impractical to collect data on an entire population, so data subsets are created and samples are drawn from the subsets.

Processes are not likely to be normally distributed, organizations use this theorem to address potential concerns within the process. This tool allows for the entire data distribution to be divided into six zones of equal
distribution, known as sigmas or standard deviations.

Answer 78

A

A) Poisson Distribution

Note: Poisson distributions are similar to binomial distributions but describe the probability of the number of events within a certain time frame, given the average rate.

Answer 79

A

B) Statistics

Note: Statistics is the basic language of Six Sigma.
Provide a numerical summary of the data being analyzed.
Data (n)
* Factual information organized for analysis
* Numerical or other information represented in a form suitable for processing by computer
* Values from scientific experiments

 Provide the basis for making inferences about the future.

 Provide the foundation for assessing process capability.
 
 Provide a common language to be used throughout an organization to describe processes.

Answer 80

A

A) Attribute

Note: Attribute / Discrete data falls into a defined and fixed set of possible results. Examples: Yes/No; True/False; etc.

Answer 81

A

B) False

Note: Continuous Data is always more desirable.

In many cases Attribute Data can be converted to Continuous Data.

Which is more useful?
– 15 scratches or total scratch length of 9.25”
– 22 foreign materials or 2.5 fm/square inch
– 200 defects or 25 defects/hour

Answer 82

A

B) Cardinal Scale

Note: Cardinal scale is made up. The other four are scales for organizing data.

Answer 83

A

C) Collecting a portion of a set of data, and using that portion to draw conclusions about all of the data.

Note: Sampling is collecting a portion of a set of data, and using that portion to draw conclusions about all of the data.

Using the data from the sample to draw statistical inferences
A faster, less costly way to gain insight into a process or large population
A miniature version of the population - just like it, only smaller
Two considerations when you sample:
- Sample Quality
- Sample Size

Answer 84

A

D) Mode

Note: Mode is the value that appears most frequently in the sample.

Answer 85

A

A) MSA

Note: Measurement System Analysis (MSA) is a mathematical procedure to quantify variation introduced to a process or product by the act of measuring. Measurement System Analysis is the entire system NOT just calibration or how good the measurement instrument is. We must evaluate the entire environment and Measurement System Analysis gives us a way to evaluate the measurement environment mathematically.

All these sources of variation combine to yield a measurement different than the true value.

Answer 86

A

B) False

Note: An accurate measurement is the difference between the observed average of the measurement and a reference value.

Answer 87

A

C) Bias

Note: Bias is the deviation of the measured value from the actual value. Bias is a component of Accuracy. Measure of the differences between the average measurement values and the true (or reference) value of the sample. The bias percentage can be calculated by dividing the bias by the process variation, where the process variation equals six standard deviations. A high bias percentage could indicate poor measurement procedures, instability in the measurement device (perhaps due to wear), or an error in the reference
value.

Answer 88

A

D) Reproducibility

Note: Reproducibility is the variation in the average of the measurements made by different appraisers using the same measuring instrument when measuring the identical characteristics on the same part. Reproducibility will be present when it is possible to have more than one operator or more than one instrument measure the same part.

Answer 89

A

A) 10% or less

Note: A system is considered ideal if the Gage Repeatability and Reproducibility (R&R) tolerance is 10% or less.

Answer 90

A

D) Process Limit

Note: Process Limits: Measure of variation in a process typically set at three standard deviations in either direction from the ideal output, once a process is deemed to be statistically stable and all special cause variations have been removed.

Calculated based on the process data itself
Limits are depicted on a statistical control chart generally +/- 3 sigma
Referred to as the “voice of the process”
Represented by the Upper and Lower Control Limits

Answer 91

A

F) COPQ
D) RTY
B) DPU
A) DPMO

Note: DPMO – The number of defects in a sample divided by the total number of opportunities multiplied by 1 million.

DPU – Average number of defects that occur with each product unit. Calculation is quantity of defects among a group divided by the quantity of products in the group

RTY – Provides insight into the cumulative effects of an entire process. Measures the yield for each of several process steps and provides the probability that a unit will come through the process defect free.

COPQ – Costs associated with providing poor-quality products or services.

Answer 92

A

B) False

Note: Stability is the lack of atypical causes of variation. How a process performs over time.

Variability is the extent to which data points in a statistical distribution or data set diverge (vary) from the average value.

Answer 93

A

A) 1.5

Note: GE, Motorola, and several other companies have determined that the long-term variation falls between the values of 1.4 and 1.6, so a 1.5 sigma shift has become the typical reporting standard.

Answer 94

A

D) Positional Variation

Note: Positional: Also referred to as within-part variation and refers to the variation of a characteristic on the same product.
Example: Difference in the measurements taken from the top, middle and bottom of a pain of glass.

Within Unit or Positional
– Within piece variation related to the geometry of the part.
– Variation across a single unit containing many individual parts; such as a wafer containing many computer processors.
– Location in a batch process such as plating.

Answer 95

A

C) Multi-Variate Chart

Note: Multi-Variate Chart is used for detecting and analyzing processes for positional, cyclical and temporal variations.

Answer 96

A

B) Normal

Note: This Normal Curve is NOT a plot of our observed data!!! This theoretical curve is estimated based on our data’s Mean and Standard Deviation. Many Hypothesis Tests available assume a Normal Distribution. If the assumption is not satisfied we cannot use them to infer anything about the future.

Answer 97

A

C) The shape of the distribution tends to become Normal.

Note: As the sample size increases from 1 to 5 to 10 we can expect the shape of the distribution to become normal based on the Central Limit Theorem.

Answer 98

A

A) Observation

Note: An observation is an individual measurement used in inferential statistics.

Answer 99

A

C) What a process should be

Note: “What a process should be” This view is the result of process improvement activities. It is precisely what you will be doing to the key process you have selected during the weeks between classes. As a result of your project you will either have created the “what it should be” or will be well on your way to getting there. In order to find the “what it should be” process, you have to learn process mapping and literally “walk” the process via a team method to document how it works.

Answer 100

A

A) Population

Note: Population is a collection of all items or data under consideration.

Answer 101

A

A) 0.1336

Note: The Poisson distribution is applied to situations involving defect counts. When the sample size multiplied by the probability of the defect rate results in a value less than 5, it is appropriate to apply the Poisson distribution. The formula for the Poisson distribution is stated as follows:

P(r) = (np)^r * e^(-np) / r!
n = Size of the given sample
r = Occurrences of the number of defective computer chips
p = Probability of defective computer chips

The calculation using this formula is as follows:

P(4) = (500.05)^4 * e^-(500.05) /4!
P(4) = 39.0625 * 2.71828^-2.5 / 24
P(4) = (39.0625 * 0.082085) / 24
P(4) = 0.1336 = 13.36%

Answer 102

A

B) Continuous Data

Note: Continuous data result from measurements on some continuous (infinite) scale.
Examples:
Length
Weight
Temperature
Age

Answer 103

A

D) Nominal

Note: Nominal Scale – Data consists of names, labels or categories. Cannot be arranged in an ordering scheme. No arithmetic operations are performed for nominal data.

Answer 104

A

B) A Pp value greater than 1.5 indicates a process that has less than 3.4 defects per million opportunities.

Note: A Pp value that is greater than 1.5 means the process has less than 3.4 defects per million opportunities. Both Pp and Ppk use standard deviation. A Ppk that is greater than 1 indicates a process that is able to meet specifications. Pp and Ppk are measures of process performance.

Answer 105

A

C) Behavior of estimates across repeated samplings

Note: The central limit theorem states that the sampling distribution of a sample mean is approximately normal if the sample size is large enough, even if the population distribution is not normal. It allows us to understand the behavior of estimates across repeated sampling and thereby conclude if a result from a given sample can be declared to be “statistically significant”.

Answer 106

A

B) Center the process

Note: A process capability study compares engineering specifications to chance causes of variations. Five common actions can be taken based on the findings of a process capability study. One of these actions is to center the process. A process may need to be centered when the process spread is approximately the same as the specification spread. Simply adjusting the centering of the process may bring the majority of the product back into the specification’s limits.

Answer 107

A

A) F Distribution

Note: Named for its inventor Ronald Fisher, the F Distribution tests the null hypothesis that the variance of all population means under study are equal. The F Distribution is similar to the Student’s t Test, except that it examines the variance of multiple sample means, rather than the means themselves.

Answer 108

A

B) Independent and Dependent

Note: Dependent Variable - A variable (often denoted by y) whose value depends on that of another.

Independent Variable – A variable (often denoted by x) whose variation does not depend on that of another.

Answer 109

A

A) Standard Error

Note: Standard Error: Measures the deviation of each scatter plot data point from the line of best fit. The smaller the standard error, the better the data set.

Answer 110

A

B) False

Note: Correlation: A measure of the relationship between two data sets of variables.

Causation: The cause that produces an effect, or that gives rise to any action or condition.

Answer 111

A

C) Strong Positive Correlation

Note: Positive Correlation - If one variable increases the other also increases and when one variable decreases the other also decreases. For example, the length of an iron bar will increase as the temperature increases. The closer to 1 the coefficient is the stronger the correlation is. 0.9 would be a strong positive correlation.

Answer 112

A

D) Residual

Note: Residual: The difference between an observed value and a predicted value in a regression analysis.

Answer 113

A

B) Hypothesis Test

Note: A Hypothesis Test uses statistical analysis of the relationship between two samples and determines the differences among the samples are due to arbitrary and random happenings, or true differences within the samples and associated data.

A statistical test or Hypothesis Test is performed to prove or disprove the
theory. Includes both a null hypothesis and an alternative hypothesis.

A Hypothesis Test converts the Practical Problem into a Statistical Problem.

Since relatively small sample sizes are used to estimate population parameters there is always a chance of collecting a non-representative sample.

Inferential Statistics allows us to estimate the probability of getting a non-representative sample.

Answer 114

A

A) Customer and Business

Note: The purpose of appropriate Hypothesis Testing is to integrate the Voice of the Process with the Voice of the Business to make data-based decisions to resolve problems.

Answer 115

A

A) True

Note: The “null hypothesis” assumes there are no differences or relationships. This is the default assumption of all statistical tests.

The “alternative hypothesis” states there is a difference or relationship.

Answer 116

A

C) Rejected or Failed to be Rejected

Note: A null hypothesis can only be rejected or failed to be rejected.

Answer 117

A

D) Type I Error

Note: A Type I Error (alpha error or producer error) occurs when the null hypothesis is incorrectly rejected.

Answer 118

A

B) Design of Experiments

Note: Design of Experiments (DOE) is a scientific method of planning and conducting an experiment that will yield the true cause and effect relationship between the X variables and the Y variables of interest.

Set of planned experiments performed by an experimenter.

Experimenter adjusts a set of variables under controlled conditions in order to collect the outcomes needed to determine whether a significant outcome is realized from those adjustments.

Answer 119

A

A) Factor

Note: Factor – The variable controlled by the experimenter and could be viewed as a stimulus.
Level – The settings or possible values of a factor in an experimental design through the progress of the experiment.
Effect – When changes are made to a factor’s (input’s) settings that result in a change to the response.
Treatment – Single level assigned to a single factor or experimental unit during the experimental run.

Answer 120

A

C) Replication

Note: Replication – Repeats observations or measurements to increase precision, reduce measurement errors, and balance unknown factors. It is the repetition of the set of all the treatment combinations to be compared in an experiment. Each of the repetitions is called a replicate or a replication and is done to increase reliability. Replication requires resetting of each trial condition; therefore, the cost of the experiment and also the time taken to complete the experiment may be increased to some extent.

Answer 121

A

D) No interaction

Note: Parallel lines show absolutely no interaction and in all likelihood will never cross.

Answer 122

A

A) True

Note: A full factor ial design is a design where eve y setting of eve y factor is present with eve y setting of eve y other factor.

Answer 123

A

A) Root Cause Analysis

Note: Root Cause Analysis (RCA): Methodology used to analyze a problem and put a solution in place so that the problem does not happen again. Goal of RCA is to determine and address the root cause of the problem.

Corrective and Preventative Action (CAPA) process
Corrective Action – To address a problem that has already occurred
Preventative Action – To address a problem that has not yet occurred.

Answer 124

A

C) 5Whys

Note: Begins with the problem at hand.

Ask sequential “Why did this occur?” until the bottom line root cause is identified.

Answer 125

A

D) Fault Tree Analysis

Note: Fault Tree Analysis (FTA) is a systematic tool for identifying the parts to a process that would lead to overall failure.

Answer 126

A

B) Pareto Analysis

Note: Pareto Chart to identify
the vital few within a dataset. The chart is a frequency distribution graph that aids in prioritizing the most significant issues first to achieve the most effective improvement swiftly. Each failure reason is charted on the x-axis while the count of each failure in the dataset is represented in the y-axis. Vertical bar graphs of the total frequency of each failure are sorted with the most frequent starting on the left and descending towards the right of the graph. Cumulative percentage of all failure is also charted. Pareto also established a principle whereby approximately 80% of the failures are due to approximately 20% of the probable reasons.

Answer 127

A

A) True

Note: Brainstorming – Simple method that is used to generate a large number of ideas in a relatively short period of time. The necessary individuals are gathered together.

Answer 128

A

B) False

Note: Pull systems are means to signal upstream in a process when more activity or raw material is needed by the customer or downstream demand source. Pull systems only consume the amount required at the time by the customer. Reduces the waste associated with inventory.

Pull systems use production scheduling to avoid excessive inventory and create a more rapid delivery process. Materials and resources are only moved into the manufacturing process when customer sales necessitate more production. Only the amount that is needed to meet demand is produced which limits overproduction. Minimizing setup time, eliminating steps and rework, managing bottlenecks, and positioning of inventory are all aspects of a pull system.

Answer 129

A

B) Poka-Yoke

Note: Poka-Yoke focuses on minimizing or eliminating mistakes, especially human mistakes (Mistake proofing). Tends to by visual.

Mistake Proofing is great because it is usually inexpensive and very effective.
You cannot fit the diesel gas hose into an unleaded vehicle gas tank.

Answer 130

A

A) Standard Communications

Note: Standard Work refers to the process of establishing a baseline which represents the “best practices” of how a product or part is produced. Every step in a production process is performed repeatedly to identify the most efficient sequencing and usage of resources. The baseline can be used to compare to subsequent production runs to identify variances in an effort to continually improve the process. Standard work utilizes analysis and observation of both human motion and the interaction of humans and machines. Employees are a key resource in the process of developing baselines because that are the most involved with the work and the work process.

Defines the interaction between man and machine in producing a part. There are three components:
1. Standard Time
2. Standard Inventory
3. Standard Sequence

Answer 131

A

C) Decreased to the minimum

Note: Work in Process (WIP) can be considered a form of waste. It should be kept at a minimum level to reduce costs.

Answer 132

A

D) Kaizen

Note: Kaizen is a Japanese word which means to focus on applying small, daily changes that result in major improvements over time rather than drastic, rigorous changes.

Answer 133

A

C) Special Cause

Note: Special Cause: Unnatural variability
* Assignable: Reason for detected Variability
* Pattern Change: Presence of trend or unusual pattern

Answer 134

A

A) True

Note: Rational Subgrouping is the practice of organizing data into groups of units produced under similar conditions.
Subgroups are a reflection of how data is collected from a lone, stable process:

A snapshot of a process during a moment in time
Observations within the subgroups are independent of one another
Two types of variation in a process can be separated by subgroups:
- Variation between subgroups
- Variation within subgroups

Answer 135

A

D) React to out of control processes

Note: The power of a control chart is to react to the Out of Control (OOC) indications with your Out of Control Action Plans (OCAP) for the process involved.

Answer 136

A

A) In Control

Note: Common Cause: Variation caused by unknown factors resulting in a steady but random distribution of output around the average of the data. It is the variation left over after Special Cause variation has been removed and typically (not always) follows a Normal Distribution. With common causes the control chart is considered “In Control” as the variance is natural and due to chance or other non-attributable factors.

Answer 137

A

C) Temporal

Note: Temporal: Also referred to as shift-to-shift variation and refers to time-related variations and changes.

Example: Measuring the differences between the day shift and the night shift.

Temporal or over time Shift-to-Shift
– Day-to-Day
– Week-to-Week

Answer 138

A

A) P-Value

Note: P-Value: Determines the probability at which the results of the analysis occurred by chance. In null-hypothesis significance testing, the p-value is the probability of obtaining test results at least as extreme as the results actually observed, under the assumption that the null hypothesis is correct. A very small p-value means that such an extreme observed outcome would be very unlikely under the null hypothesis.

Answer 139

A

A) Randomization

Note: Randomization – Organizes the experiment to have treatment combinations done in a chance manner, improving statistical validity. The effects of uncontrolled and unknown variables can be reduced or eliminated by using a randomized sequence. Randomization can also assist with helping to minimize or avoid any potential uncontrolled biases.

Answer 140

A

D) There is a significance so Reject the Null Hypothesis.

Note: < 0.05 implies there is a significance and the Null Hypothesis would be rejected.

p-value: Probability value
* Likelihood that differences or relationships are not due to chance
* The probability of being wrong if we accept the alternative hypothesis (reject the null)

Answer 141

A

D) 8

Note: An experiment with full factorial design has three inputs (factors) each taking two levels will have eight combinations.

LF or 23 = 8

DOE has termed this as 2x3 factorial design.

Answer 142

A

C) Multicollinearity

Note: Multicollinearity describes when two or more predictor variables may have a significant relationship with the outcome being studied, and it’s difficult to tell which predictor variable is influencing the outcome. Multicollinearity typically takes place within multiple regression analyses, but not all multiple regression analyses experience this.

Answer 143

A

C) Mura

Note: Mura is the waste of unevenness or inconsistency. Depending on your context, it can have more than one manifestation. Mura is the conjunction of overburdening some resources while others wait or alternating over time between overburdening and underutilizing the same resources. A typical prerequisite for unevenness is the inability to smooth out your process and create a balanced takt. As a result, your team tries to process as fast as possible, one large batch after another, with little thought of how your process will handle the burden. Consequently, your process becomes less predictable, and you struggle to deliver value at a steady pace.

Answer 144

A

C) Little’s Law

Note: Little’s Law states that average throughput time through a production system is directly proportional to average inventory.

Answer 145

A

D) Statistical

Note: There is Practical and Statistical significance in inferential statistics.

Answer 146

A

A) Control Plan

Note: Control Plan: Written description of the systems for controlling part and process quality by addressing the key characteristics and engineering requirements. A control plan is a summary document or table that highlights the key control elements that resulted from the earlier DMAIC phases. Positive improvements often revert back to failure, waste, and variation if controls are not maintained. Control planning provides clarity regarding how the inputs or outputs of the process are sustained, critical limits or tolerances, and responsible persons for each control step.

Answer 147

A

C) Response Plan

Note: A control plan sets boundaries within which the process should operate. Response plans address instances where change is needed. When observed values from the process fall outside of these boundaries (go out of control), response is needed.

Answer 148

A

B) Monitoring Plan

Note: The purpose of the Monitoring Plan is to:
– Assures gains are achieved and sustained
– Provides insight for future process improvement activities

Answer 149

A

A) True

Note: After a process is improved it is important you do a Measurement System reanalysis.

In order to remain accurate, tolerances will need to be adjusted to be more
accurate

Continue to reassess your measurement system to ensure it is giving you the data needed to ensure your process remains in control.

Answer 150

A

A) Those impacted by the improvement.
C) Those impacted by the Control Plan.

Note: Those impacted by the improvements:

People who are involved in the process impacted by the improvement
People who support the process impacted by the improvement

Those impacted by the Control Plan:
* Process owners/managers
* People who support the processes involved in the Control Plan
* People who will make changes to the process in the future

Answer 151

A

A) Total Productive Maintenance

Note: Total Productive Maintenance (TPM): A series of methods to ensure that every machine in a production process is always able to perform its required tasks so production is never interrupted.
* A systematic approach to eliminating unscheduled equipment downtime
* Enlists the intelligence of the operators
* Provides a structure for any company to:
* Chart & analyze equipment issues
* Identify root causes of problems
* Implement permanent corrections

Answer 152

A

C) Visual Factory

Note: Visual Factory: An approach to a lean manufacturing environment where visual information is conveyed about data and information throughout the workplace.

Answer 153

A

D) Poka-Yoke

Note: Poka-Yoke: Japanese term that means mistake-proofing. A poka-yoke device is one that prevents incorrect parts from being made or assembled, or easily identifies a flaw or error.

Answer 154

A

B) Functional Layout

Note: Functional Layout is right-sizing equipment as well as placing machines & workstations closer together significantly improves flow.

Answer 155

A

A) True

Note: Standardized work is the “one best way” to perform each operation has been identified and agreed upon through general consensus.

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