Questions

1. Lean Six Sigma is a:

 Mindset for solving problems

 Method for solving problems

 Toolkit for solving problems

 All of the above

2. Lean Six Sigma should focus on:

 The number of belts trained

 The number of teams started

 The results generated

 The number of meetings attended

3. All business process suffer from:

 Delay

 Defects

 Deviation

 All of the above

4. Lean is used to:

 Reduce or eliminate delay

 Reduce or eliminate non–value-added activities

 Reduce or eliminate defects

 All of the above

5. Customers expect suppliers to be:

 Faster

 Better

 Cheaper

 All of the above

6. The most effective methods for achieving breakthrough improvements in speed, quality, and profitability include:

 Common sense

 Trial and error

 Lean Six Sigma

7. The key tools of Lean are:

 5S

 Spaghetti diagrams

 Value stream mapping

 All of the above

8. The key tools of Six Sigma for reducing defects are:

 Control Chart

 Pareto chart

 Fishbone diagram

 All of the above

9. The key tools of Six Sigma for reducing variation are:

 Control charts

 Histograms

 Box and whisker charts

 All of the above

10. You can double your speed:

 By working twice as hard

 Without working any harder by reducing delay

 By hiring more workers

 All of the above

11. You can double your quality:

 By increasing inspection of finished goods

 Finding and fixing the root causes of defects

 Offering incentives for better performance

 All of the above

12. The cost of sluggish, error-prone processes in a three sigma company can exceed how much of the total budget:

 10%

 15%

 20%

 25%

13. Every company has a hidden:

 Service factory

 Fix-it factory

 Manufacturing plant

 All of the above

14. When something goes wrong, you should blame your:

 Customers

 Employees

 Processes

 Products

 Services

15. Lean Six Sigma is the key method and tool for achieving:

 Innovation

 Customer intimacy

 Operational effectiveness

 All of the above

16. Lean Six Sigma only works in:

 Manufacturing

 Services

 Health care

 Information technologies

 All of the above

17. Lean Six Sigma only works in:

 Fortune 500 companies

 Midsized companies

 Small businesses

 All of the above

18. The universal improvement process embodied by Lean Six Sigma is:

 DMAIC

 DFSS

 PDCA

 FISH

19. To get faster, you have to focus on your:

 Product or service

 Customers

 Suppliers

 Employees

20. Lean's 5% rule says that:

 5% of the employees do 50% of the work

 5% of the products create 50% of the revenue

 Products or services are only worked on 5% of the total time

 All of the above

21. To double your speed you only need to reduce your cycle or lead time by:

 60 minutes per hour

 15 minutes per hour

 6 minutes per hour

 30 minutes per hour

22. Lean can help your business grow:

 50% faster than your industry

 2 times faster

 3 times faster

23. Lean can help you increase profit margins by:

 10%

 20%

 50%

 100%

24. Delays can be caused by:

 Time between steps in a process

 Waste and rework

 Large batch sizes

 All of the above

25. Lean Six Sigma:

 Takes a long time to learn

 Has a "long tail" of tools used infrequently

 Requires an intricate knowledge of statistics

 All of the above

26. The goal of Lean is to:

 Keep workers busy

 Prepare for customer demand

 Produce at the rate of customer demand

 None of the above

27. The most common type of waste in any business is:

 Over production

 Excess inventory

 Waiting

 Unnecessary movement

 Unnecessary processing

28. The first step in Lean is:

 Sort, straighten, shine, standardize, and sustain

 Red tagging

 Spaghetti diagramming

 Value stream mapping

29. The easiest way to understand process flow is:

 Value stream map the process

 Spaghetti diagram the process

 Become the product or service going through the process

 None of the above

30. The primary goal of lean is to reduce:

 Delay

 Waste

 Muda

 All of the above

31. Six Sigma relies on:

 Common sense

 Trial and error

 Data and analysis

 Gut Feel

32. The cost of not using Lean Six Sigma is what percent of total expenses:

5-10%

10-20%

25-40%

33. The first essential graph in the problem solving process is a:

 Fishbone Diagram

 Pareto chart

 Control chart

 Bar chart

34. Critical to Quality (CTQ) measures include:

 Cycle time

 Defects

 Variation

 Cost

 All of the above

35. The 4-50 rule says that:

 4% of your processes cause 50% of the mistakes, errors, defects, and variation

 4% of your delays consume 50% of the cycle time

 50% of your effort produces only 4% of the value

 All of the above

36. The 4-50 rule means that you will need to draw a lot of:

 Bar Charts

 Pareto charts

 Fishbone diagrams

 Control charts

37. Root Cause analysis asks:

 Who?

 What?

 When?

 Where?

 How?

 Why? Why? Why? Why? Why?

38. The main cause of defects is:

 People

 Process

 Machines

 Materials

 Measurement

39. Six Sigma can be used in:

 Manufacturing

 Service delivery

 Customer service

 Finance

 Information systems

 All of the above

40. Lean Six Sigma helps plug the leaks in cash flow caused by:

 Sales

 Customers

 Internal processes

 All of the above

41. The cause of variation is:

 Special

 Common

 All of the above

42. Before you can evaluate a process's capability, the process must first be:

 Repeatable

 Stable

 Organized

 Understood

43. The best tool for analyzing capability and showing variation in measured data is:

 Histogram

 Control Chart

 Scatter Chart

 Pareto Chart

44. To determine your process’s capability, you will want to look at:

 Cp

 Cpk

 Pp

 Ppk

 All of the above

45. If a process is unstable but seemingly capable, you will want to:

 Analyze and correct special causes of variation

 Analyze and correct common causes of variation

 Correct special causes and then reduce common cause variation

 Hope for the best

46. If a process is stable but not capable, you will want to:

 Analyze and correct special causes of variation

 Analyze and correct common causes of variation

 Correct special causes and then reduce common cause variation

 Hope for the best

47. To define a process flow, use a:

 Value stream map

 Flow chart

 Spaghetti diagram

 Any of the above

48. The most overlooked and underused step in the DMAIC process is:

 Define

 Measure

 Analyze

 Improve

 Control

49. When choosing a control chart, you will want the data to be:

 Variable (measured)

 Attribute (counted)

 Variable or Attribute

 None of the above

50. Then, to choose a control chart, you will need to know the:

 Sample size

 Population

 Variation

 None of the above

51. The attribute charts most often used are the:

 c, np, p, u

 XmR, XbarR, and XbarS

52. The variable charts most often used are the:

 c, np, p, u

 XmR, XbarR, and XbarS

53. A control chart may be unstable if the data violates which of these rules:

 A point outside of the UCL or LCL

 2 of 3 points above +2 sigma or below -2 sigma

 4 of 5 points above +1 sigma or below -1 sigma

 8 points in a row above or below the average

 6 points trending up or down

 All of the above

54. There is more than one kind of control chart because:

 The underlying distribution is different

 The sample size is different

 Sample sizes vary

 All of the above

55. Control charts and histograms help:

 Measure the process

 Monitor performance

 Detect shifts in performance

 All of the above

56. The root cause of a problem is most often :

 At the same place the problem's first noticed

 The people involved

 Upstream from the point of detection

 None of the above

57. The 3-57 Rule says:

 Make my day!

 Three people out of 57 cause most of the errors.

 People only work on the product for three minutes out of every hour.

58. The 4-50 Rule says:

 Four steps out of 50 cause most of the waste and rework.

 Four percent of the steps cause 50 percent of the waste and rework..

 One step out of 25 causes 50 percent of the waste and rework..

59. The key tool for sustaining an improvement (i.e., Control phase of DMAIC) is:

 Control Chart

 Histogram

 Flow Chart

 All of the above

60. To maximize the effectiveness of Lean Six Sigma:

 Train everyone

 Start lots of teams

 Use data to laser focus improvement projects

 All of the above