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Six Sigma - Green Belt (6Sigma) > Six Sigma | Chapter 5 - DMAIC, Define > Flashcards

Six Sigma | Chapter 5 - DMAIC, Define Flashcards

1
Q

In DMAIC, for Define, what are the Inputs of the methodology?

A
  1. Need for Six Sigma project.
  2. Executive Management Sponsorship
  3. Core team identified
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2
Q

In DMAIC, for Define, what are the Tools of the methodology?

A
  1. Organizational Hierarchy
  2. High level process maps
  3. High level pareto charts
  4. Idea generation and categorization tools
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3
Q

In DMAIC, for Define, what are the Outputs of the methodology?

A
  1. Project Charter
  2. Established metrics
  3. Problem Statement
  4. Roles & Responsibilities
  5. Stakeholder Requirements
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4
Q

In DMAIC, for Define and Inputs, what can be considered a type of “Need”?

A

Need for making a Six Sigma project could be from multiple reasons:

  1. Improving customer satisfaction
  2. Process re-engineering (major process change) or process improvement (minor process change) for improving internal process
  3. Decreasing the defects or errors in the product
  4. Decreasing costs
  5. Creating long-term viability and competitive advantage
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5
Q

T/F | In DMAIC, for Define and Inputs, needs for a six sigma project are not mutually exclusive they may satisfy one or more needs.

A

TRUE. A six sigma project may satisfy one or more needs.

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6
Q

In DMAIC, for Define and Inputs, what is a pre-requisite for any six sigma initiative?

A

You need to have Executive Management Sponsorship as a pre-requisite for any project.

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7
Q

In DMAIC, for Define and Inputs, what does Executive or Senior Management provide?

A
  1. High level need for the six sigma project
  2. Resources required for the project:

2.A Human resources: The people who would be participating in the project

2.B Financial support

  1. Coordination with other internal groups in the organization
  2. Motivation and Support to initiate and sustain the six sigma project
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8
Q

T/F | Like other projects, six sigma projects are progressively elaborated i.e. the distinguishing characteristics of the project will be broadly defined early in the project, and will be made more explicit and detailed as project team develops a better and more complete understanding of the product.

A

TRUE

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9
Q

In DMAIC, for Define and Inputs, who identifies and assigns core team members to the project?

A

Executive Sponsor

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10
Q

In DMAIC, for Define and Inputs, core team members include who?

A
  1. Project Manager
  2. Six Sigma Expert
  3. Additional Resources (ex: SME)
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11
Q

In DMAIC, for Define and Inputs, what does a Project Manager do?

A
  1. Person responsible for coordinating activities for the project
  2. Has knowledge or project management methodology
  3. Responsible for project deliverables and managing cost, scope, time, risk, human resources and communications for the project
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12
Q

In DMAIC, for Define and Inputs, what does a Six Sigma Expert do?

A
  1. Preferably a six sigma Green Belt or Black Belt.
  2. Understands six sigma methodology : can serve as a liaison between the Six sigma Black Belts/Master Black Belts and the project team.
  3. Ability to interact with other Subject matter experts in different fields (e.g. Finance, Human Resources etc.) who may be involved in providing expertise wherever required.
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13
Q

T/F | In DMAIC, for Define and Inputs, The Project Manager should also provide the core team with authority to get information from and coordinate with other internal groups.

A

FALSE.

Other than identifying the core team, EXECUTIVE SPONSOR should also provide the core team with authority to get information from and coordinate with other internal groups.

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14
Q

T/F | In DMAIC, for Define and Inputs, The core team should have the ability to engage other organizational resources in the project team as required for completing specific tasks in the six sigma project

A

TRUE

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15
Q

In DMAIC, for Define and Tools, what is organizational hierarchy? Why is it important?

A

Organization hierarchy is a hierarchical structure which shows the different people in an organization and their associated skills.

Six sigma projects require a lot of information and may need to engage several people from the organization. Knowledge of organization hierarchy allows the six sigma project team the ability to understand where they can get specific information, and who to engage in the different stages of a six sigma project.

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16
Q

T/F | In DMAIC, for Define and Tools, It is preferable for a six sigma project team to not have access to the Human Resources team of the company.

A

FALSE.

It is preferable for a six sigma project team to have access to the Human Resources team of the company and get an idea of the organization hierarchy and competencies of different individuals.

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17
Q

In DMAIC, for Define and Tools, what are the benefits of a process map?

A
  1. Helps clarify several process steps and process flow which may not be understood clearly before.
  2. Helps all members of the team gain appreciation for the work being done by others in the team.
  3. Visually shows the various alternatives possible and helps in selecting an appropriate solution.
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18
Q

In DMAIC, for Define and Tools, what is a process map?

A

Process maps give a view of how work flows through the company. It is a graphic representation of processes in a company showing the sequence of tasks performed and their relationships.

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19
Q

T/F | Any symbols are used in creation of process maps.

A

FALSE.

Standard symbols are used in creation of process maps

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20
Q

T/F | Process maps are progressively elaborated.

A

TRUE.

Process maps are progressively elaborated: i.e. a high level process map is defined early on in the project which shows major processes and this will be made more explicit and detailed as project team develops a better and more complete understanding of all the processes

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21
Q

In DMAIC, for Define and Tools, what does a diamond represent in a process map?

A

Diamond: represents a decision step i.e. different alternatives possible depending on the input to this step

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21
Q

In DMAIC, for Define and Tools, what does a rectangle represent in a process map?

A

Rectangle: represents a process step or action taken. Each process step has one or more inputs, does some activity, and creates one or more outputs.

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22
Q

In DMAIC, for Define and Tools, what does an oval represent in a process map?

A

Oval: represents the start of stop of a process map, also used to depict if the process map continues in another page

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23
Q

In DMAIC, for Define and Tools, what does an arrow represent in a process map?

A

Arrow: represents the direction of flow in a process map

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23
Q

In DMAIC, for Define and Tools, what are the steps for creating a process map?

A
  1. Put together a cross functional team who have knowledge of the process and appropriate subject matter expertise to create the process maps
  2. Try to find out existing process maps which may already be in existence in the company
  3. Map all the “As-is” high level processes i.e. processes as they exist now. This will create an awareness within the team about the processes in existence currently, and also let all team-members understand the contribution from others. This is the “As-is Process map”
  4. Ask the cross-functional team to study the process and identify opportunities for improvement.
  5. Based on the inputs from cross functional team, map all the “To-be” processes. This is the “To be Process map”
24
Q

In DMAIC, for Define and Tools, what is the Pareto principle?

A

Based on the Pareto principle (also referred to as 80-20 rule), which states that a small number of causes (20%) is responsible for a large percentage (80%) of the effect

25
Q

In DMAIC, for Define and Tools, what is the Pareto chart used for?

A

Pareto chart helps in identifying and ranking which of the opportunities would yield maximum benefits and hence should be pursued first.

26
Q

In DMAIC, for Define and Tools, what are the steps for creating a Pareto chart?

A
  1. Put together a cross functional team who have knowledge of the different opportunities or problems
  2. Create different categories for the opportunities
  3. Select a time interval for the analysis which is reasonable
  4. Determine the total occurrences of events in each category
  5. Rank the total occurrences in each category from maximum to minimum
  6. Compute the percentage for each category by dividing by the category total and multiplying by 100.
  7. Create a graph of the opportunities - with the category names in the X Axis and the % of opportunities in the Y Axis.
27
Q

In DMAIC, for Define and Tools, what are the visual assignments for a Pareto Chart on the X, Y, and Z axis?

A

X-Axis: Categories

Y-Axis: Count/instances of categories

Z-Axis: Cumulative Percentage Line

28
Q

In DMAIC, for Define and Outputs, what is included in project charter negotiation?

A

Creation of the project charter from a six sigma project perspective includes several issues that need to be discussed and negotiated by relevant stakeholders. Some important issues which need to be negotiated include:

  1. Objectives : Quantifiable criteria that must be met to for the project to be considered successful
  2. Scope: This is a measure of the work required to complete the project successfully
  3. Boundaries: Project boundary states explicitly what is in scope and what is out of scope for the project
  4. Resources: In creation of project charter, critical resources (including people and funding required) are negotiated to ensure that appropriate resources are available.
  5. Project closure activities
  6. Project transition activities
28
Q

In DMAIC, for Define and Tools, to reiterate from prior chapters, what are the list of important idea generation tools?

A
  1. Surveys (covered in Chapter 2: stakeholders, customers and financial measures)
  2. Focus Groups (covered in Chapter 2: stakeholders, customers and financial measures)
  3. Kano Model (covered in Chapter 2: stakeholders, customers and financial measures)
  4. Brainstorming (covered in Chapter

3: setting up and managing a six sigma project)

  1. Nominal Group Technique (covered in Chapter 3: setting up and managing a six sigma project)
29
Q

In DMAIC, for Define and Tools, to reiterate from prior chapters, what are the list of important idea categorization tools?

A
  1. Multivoting (covered in Chapter 3: setting up and managing a six sigma project)
  2. Affinity diagrams (covered in Chapter 3: setting up and managing a six sigma project).
30
Q

In DMAIC, for Define and Tools, what are the benefits of idea generation and categorization tools?

A
  1. Idea generation and categorization tools help in collecting and consolidating information from several sources.
  2. The process helps in providing information which can be used for project selection using financial measures e.g. NPV, PV, IRR, Payback period, Life Cycle Cost, BCR, Opportunity Cost, Sunk cost - (covered in Chapter 2: stakeholders, customers and financial measures)
  3. After getting inputs from the customer, Quality Function Deployment (QFD) can be used to map the voice of the customer to internal company processes and also provide competitive evaluation. QFD analysis includes inputs from all groups inside the organization, and forms the basis for determining the requirements for the project. (covered in Chapter 2: stakeholders, customers and financial measures)
31
Q

In DMAIC, for Define and Outputs, what is the project charter?

A

The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. PMBOK® Guide 5th Edition, page 71

32
Q

In DMAIC, for Define and Outputs, What document which lays the foundation for next steps about the project

A

The Project Charter

33
Q

In DMAIC, for Define and Outputs, parameters need to be _____________ and _____________ .

A

MEASURABLE and QUANTIFIABLE

34
Q

In DMAIC, for Define and Outputs, measurable and quantifiable parameters are also referred to as what?

A

Metrics

35
Q

In DMAIC, for Define and Outputs, What are primary metrics?

A

Primary metrics -measures which the six sigma project primarily targets to achieve e.g. for a particular project, reduction in cycle time could be a primary metric

36
Q

In DMAIC, for Define and Outputs, Metrics can be broadly categorized into what?

A

Primary Metrics and Consequential Metrics

37
Q

In DMAIC, for Define and Outputs, most metrics can be classified into what three categories?

A
  1. Cost
  2. Cycle Time
  3. Quality
38
Q

In DMAIC, for Define and Outputs, What are consequential metrics?

A

Consequential metrics - while trying to achieve the goals set forth by primary metrics, there may be some additional metrics which may be impacted.

These are referred to as consequential metrics e.g. for a particular project where reduction in cycle time is the primary metric, there may be added advantages e.g. reduction in defect rate and improvement in perceived quality by the customer - so, these are consequential metrics of the project

39
Q

In DMAIC, for Define and Outputs, why is the establishment of metrics important?

A

Establishment of metrics is a very important requirement in any six sigma project because:

  1. Metrics help in quantifying the benefits expected from the project
  2. Metrics provide clear and unambiguous goals for the project team
40
Q

In DMAIC, for Define and Outputs, what should an ideal problem statement be?

A

An ideal problem statement should be a few sentences long and describe what the project team aims to achieve through the project. It should include:

  1. Baseline performance: The “As Is” system and its performance (preferably in terms of quantifiable metrics)
  2. Improvement goals: The improvement possible if the six sigma project is implemented. This provides an idea of the “To Be” system. (preferably in terms of quantifiable metrics)
41
Q

In DMAIC, for Define and Outputs, what are some important roles and responsibilities?

A
  1. Executive Management (also referred to as Deployment Champions) is responsible for sponsorship of the project and allow for commitment of organization resources to the six sigma project.
  2. Master Black Belts and Black Belts act as consultants and experts in Six Sigma. They are also responsible for providing guidance and coaching others in the organization about the six sigma philosophy.
  3. Six Sigma Green Belts serve as a liaison between the Black Belts and the project team. They perform the operations required for the six sigma project and work with the project team to ensure that appropriate deliverables are met.
  4. The project team members work in executing the actual work of the project through guidance provided from six sigma green belts and six sigma black belts. Project team members should include those who have working knowledge of the existing processes.
  5. Subject Matter Experts in different fields (e.g. Finance, Human Resources etc.) may be involved in providing expertise wherever required.
  6. Project Manager who would be responsible for coordinating activities for the project. He will be responsible for project deliverables and managing cost, scope, time, risk, human resources and communications for the project
42
Q

In DMAIC, for Define and Outputs, what is RACI?

A

Roles and Responsibilities Matrix

43
Q

In DMAIC, for Define and Outputs, what does each letter in RACI stand for?

A

R = Responsible

A = Accountable

C = Consult

I = Inform

44
Q

Which of the following is not an input to Six Sigma Methodology - Define:
1. Need for project
2. Problem Statement
3. Executive Management Sponsorship
4. Core Team identified

A
  1. Problem Statement
45
Q

In DMAIC, for Define, at the end of the Define Phase of a Six Sigma Project what should we have?

A
  1. Project Charter is created and project goals are known
  2. Problem Statement is clearly defined that includes the baseline performance and the improvement goal
  3. Established Metrics used to determine the success or failure of the project
  4. Roles & Responsibilities with resources assigned to the project and provided with the appropriate roles (who does what) and responsibilities (who decides what)
46
Q

Which of the following is not a tool for Six Sigma Methodology - Define:
1. Organization Hierarchy
2. Process Maps
3. Pareto charts
4. Project charter

A
  1. Project Charter
47
Q

Which of the following is not an output for Six Sigma Methodology - Define:
1. Project Charter
2. Organization hierarchy
3. Metrics
4. Problem statement

A
  1. Organization hierarchy

This is a tool in Define

48
Q

Which of the following statements best describes a six sigma project. Six sigma projects satisfy:
1. One need
2. One or more needs
3. Several needs
4. None of the above

A
  1. One or more needs

A six sigma project may satisfy one or more needs.

49
Q

Motivation and support to initiate and sustain the six sigma project is provided by:
1. Six sigma green belt
2. Executive sponsor
3. Six sigma black belt
4. Subject matter expert

A
  1. Executive sponsor

Motivation and Support to initiate and sustain the six sigma project is provided by Executive or Senior Management

50
Q

Who among the following resources should always be a part of six sigma project core team?
1. Green Belt or Black Belt
2. Subject Matter Experts
3. Six Sigma Champion
4. None of the above

A
  1. Green Belt or Black Belt

Six Sigma Green Belt or Black Belt should be a part of six sigma project core team

51
Q

Which of the following are benefits of process map (select the best answer):
1. Helps clarify several process steps and process flow which may not be understood clearly before
2. Helps all members of the team gain appreciation for the work being done by others in the team
3. Visually shows the various alternatives possible and helps in selecting an appropriate solution
4. All of the above

A
  1. All of the above

Benefits of process maps: - Helps clarify several process steps and process flow which may not be understood clearly before. - Helps all members of the team gain appreciation for the work being done by others in the team. - Visually shows the various alternatives possible and helps in selecting an appropriate solution.

52
Q

A graphic representation of processes in a company showing the sequence of tasks performed and their relationships is also called:
1. Process map
2. Organization hierarchy
3. Brainstorming
4. PERT

A
  1. Process map

Process maps give a view of how work flows through the company. It is a graphic representation of processes in a company showing the sequence of tasks performed and their relationships

53
Q

A high level process map is defined early on in the project which shows major processes and this will be made more explicit and detailed as project team develops a better and more complete understanding of all the processes. This is an example of:
1. Standard method used for all flowcharts
2. Separation of core processes from consequential processes
3. Progressive elaboration
4. None of the above

A
  1. Progressive elaboration

Process maps are progressively elaborated: i.e. a high level process map is defined early on in the project which shows major processes and this will be made more explicit and detailed as project team develops a better and more complete understanding of all the processes.

54
Q

In a process map, a decision step is represented by which symbol?
1. Rectangle
2. Diamond
3. Oval
4. Arrow

A
  1. Diamond

In a process map, we use a Diamond to represent a decision step i.e. different alternatives possible depending on the input to this step

55
Q

In process map, a process step or action taken is represented by :
1. Rectangle
2. Diamond
3. Oval
4. Arrow

A
  1. Rectangle

In a process map we use a Rectangle to represent a process step or action taken. Each process step has one or more inputs, does some activity, and creates one or more outputs

56
Q

A principle which states that a small number of causes (20%) is responsible for a large percentage (80%) of the effect is also referred to as:
1. Nominal group technique
2. Process map
3. Pareto principle
4. Multivoting

A
  1. Pareto principle

Pareto principle (also referred to as 80-20 rule), states that a small number of causes (20%) is responsible for a large percentage (80%) of the effect

57
Q

Identifying and ranking which of the opportunities would yield maximum benefits and hence should be pursued first is done through:
1. Nominal group technique
2. Process map
3. Pareto chart
4. Multivoting

A
  1. Pareto chart

Pareto chart helps in identifying and ranking which of the opportunities would yield maximum benefits and hence should be pursued first.

58
Q

All the following are tools for idea generation EXCEPT:
1. Surveys
2. Focus Groups
3. Brainstorming
4. Affinity diagram

A
  1. Affinity diagram

Affinity diagrams are used for Idea categorization

59
Q

Which of the following is a tool for Idea Categorization?
1. Surveys
2. Focus Groups
3. Nominal Group technique
4. Multivoting

A
  1. Multivoting

Multivoting is used for Idea categorization

Six Sigma - Green Belt (6Sigma) (12 decks)

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