Lean Six Sigma Black Belt UPDATED ACTUAL
EXAM Questions And CORRECT Answers
PDCA - CORRECT ANSWERS Plan, Do, Check, Act
The term "Six Sigma" refers to... - CORRECT ANSWERS 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 - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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
all known root causes for the existing opportunity. Approach requires Black Belt to identify
solutions. There must be checks to assure that the desired results are being achieved. Some
experiments & trials may be required in order to find the best solution. While doing this, it is
important that all project associates understand that these are trials & really are part of the six
sigma approach.
Control (DMAIC) - CORRECT ANSWERS To ensure that any variances are corrected before
they result in defects. Set up pilot runs to establish "process capability", transition to production
& thereafter continuously measure the process & institute control mechanisms.
Many people think the best performance you can ever get from a process is at the very
beginning. Over time, there is an expectation that slowly things will get a little worse until finally
it is time for another major effort toward improvement.
Contrasted with the Kaizen approach that seeks to make everything incrementally better on a
continuous basis.
The sum of incremental improvements can be quite large.
Performance tracking mechanisms & measurements are in place to assure, at a minimum, that
the gains made in the project are not lost over a period of time.
Encouraged sharing with others in the organization. Ideas & projects in one part of the
organization are translated in a very rapid fashion to implementation in another part of the
organization.
Executive Leadership (Implementation Roles) - CORRECT ANSWERS Includes CEO & other
key top management team members. They are responsible for setting up a vision for Six Sigma
implementation. They also empower the other role holders with the freedom & resources to
explore new ideas for breakthrough improvements.
EXAM Questions And CORRECT Answers
PDCA - CORRECT ANSWERS Plan, Do, Check, Act
The term "Six Sigma" refers to... - CORRECT ANSWERS 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 - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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) - CORRECT ANSWERS 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
all known root causes for the existing opportunity. Approach requires Black Belt to identify
solutions. There must be checks to assure that the desired results are being achieved. Some
experiments & trials may be required in order to find the best solution. While doing this, it is
important that all project associates understand that these are trials & really are part of the six
sigma approach.
Control (DMAIC) - CORRECT ANSWERS To ensure that any variances are corrected before
they result in defects. Set up pilot runs to establish "process capability", transition to production
& thereafter continuously measure the process & institute control mechanisms.
Many people think the best performance you can ever get from a process is at the very
beginning. Over time, there is an expectation that slowly things will get a little worse until finally
it is time for another major effort toward improvement.
Contrasted with the Kaizen approach that seeks to make everything incrementally better on a
continuous basis.
The sum of incremental improvements can be quite large.
Performance tracking mechanisms & measurements are in place to assure, at a minimum, that
the gains made in the project are not lost over a period of time.
Encouraged sharing with others in the organization. Ideas & projects in one part of the
organization are translated in a very rapid fashion to implementation in another part of the
organization.
Executive Leadership (Implementation Roles) - CORRECT ANSWERS Includes CEO & other
key top management team members. They are responsible for setting up a vision for Six Sigma
implementation. They also empower the other role holders with the freedom & resources to
explore new ideas for breakthrough improvements.
