SIX SIGMA BLACK BELT EXAM 3
QUESTIONS WITH 100% VERIFIED
CORRECT ANSWERS!!
PDCA
Plan, Do, Check, Act
The term "Six Sigma" refers to...
The ability of highly capable processes to produce output within specification. In particular,
processes that operate within six sigma quality produce a defect levels below 3.4 defects per
(one) million opportunities (DPMO).
Six Sigma two key methodologies
DMAIC & DMADV (both inspired by W. Deming's Plan, Do, Check, Act cycle)
EXISTING PROCESS OR BUSINESS
- DMAIC (Define, Measure, Analyze, Improve, Control)
NEW PRODUCT OR PROCESS
- DMADV (Define, Measure, Analyze, Design, Verify)
Define (DMAIC)
The process improvement GOALS that are consistent with customer demands & enterprise
strategy.
First asks leaders to define core processes. It is important to define the selected project scope,
expectations, resources & timeliness.
Identifies specifically what is part of the project & what is not, & explains the scope of the
project.
, Many times the first passes at process documentation are at a general level. Additional work is
often required to adequately understand & correctly document the processes.
Measure (DMAIC)
The current process & collect relevant data for future comparison.
Six Sigma approach asks the Black Belt project manager to quantify & benchmark the process
using actual data. at a minimum consider the mean or average dispersion or variation (maybe,
even calculate the standard deviation). Trends & cycles can also be very revealing. Process
capabilities can be calculated once there is performance data.
Analyze (DMAIC)
To verify relationship & causality of factors. Determine what the relationship is & attempt to
ensure that all factors have been considered.
Once the project is understood & the baseline performance documented & verified that there is
real opportunity, it is time to do the analysis of the process. In this step, apply statistical tools to
validate root causes of problems. Any number of tools & tests can be used.
The objective is to understand the process at a level, sufficient to be able to formulate options for
improvement. We should be able to compare the various options with each other to determine the
most promising alternatives.
Superficial analysis & understanding will lead to unproductive options being selected, forcing
recycle through the process to make improvements. At the other extreme is thorough analysis of
only a few activities.
Improve (DMAIC)
Or "Optimize" the process based upon the analysis using techniques like "Design of
Experiments".
During this phase, ideas & solutions are put to work. The Black Belt has discovered & validated
QUESTIONS WITH 100% VERIFIED
CORRECT ANSWERS!!
PDCA
Plan, Do, Check, Act
The term "Six Sigma" refers to...
The ability of highly capable processes to produce output within specification. In particular,
processes that operate within six sigma quality produce a defect levels below 3.4 defects per
(one) million opportunities (DPMO).
Six Sigma two key methodologies
DMAIC & DMADV (both inspired by W. Deming's Plan, Do, Check, Act cycle)
EXISTING PROCESS OR BUSINESS
- DMAIC (Define, Measure, Analyze, Improve, Control)
NEW PRODUCT OR PROCESS
- DMADV (Define, Measure, Analyze, Design, Verify)
Define (DMAIC)
The process improvement GOALS that are consistent with customer demands & enterprise
strategy.
First asks leaders to define core processes. It is important to define the selected project scope,
expectations, resources & timeliness.
Identifies specifically what is part of the project & what is not, & explains the scope of the
project.
, Many times the first passes at process documentation are at a general level. Additional work is
often required to adequately understand & correctly document the processes.
Measure (DMAIC)
The current process & collect relevant data for future comparison.
Six Sigma approach asks the Black Belt project manager to quantify & benchmark the process
using actual data. at a minimum consider the mean or average dispersion or variation (maybe,
even calculate the standard deviation). Trends & cycles can also be very revealing. Process
capabilities can be calculated once there is performance data.
Analyze (DMAIC)
To verify relationship & causality of factors. Determine what the relationship is & attempt to
ensure that all factors have been considered.
Once the project is understood & the baseline performance documented & verified that there is
real opportunity, it is time to do the analysis of the process. In this step, apply statistical tools to
validate root causes of problems. Any number of tools & tests can be used.
The objective is to understand the process at a level, sufficient to be able to formulate options for
improvement. We should be able to compare the various options with each other to determine the
most promising alternatives.
Superficial analysis & understanding will lead to unproductive options being selected, forcing
recycle through the process to make improvements. At the other extreme is thorough analysis of
only a few activities.
Improve (DMAIC)
Or "Optimize" the process based upon the analysis using techniques like "Design of
Experiments".
During this phase, ideas & solutions are put to work. The Black Belt has discovered & validated
