Green Belt Exams (Latest 2024/ 2025 Updates
STUDY BUNDLE PACKAGE) Questions and Verified
Answers| Grade A| 100% Correct
Designing efficient processes often takes less time than inefficient ones -
ANSWERfalse
About 75 percent of Fortune 500 companies utilize the concepts of Six-Sigma. -
ANSWERtrue
There is little difference between Lean and Six Sigma. - ANSWERfalse
Lean primarily focuses on improving process efficiency. - ANSWERtrue
When a new business process is designed it is not necessary to utilize the principles
and concepts of Lean Six Sigma because it can be assumed that new processes are
efficient. - ANSWERfalse
The objective of Six Sigma is to deliver near-perfect products and services. -
ANSWERtrue
Customer value must be defined from the customer's perspective. - ANSWERtrue
Organizational culture defines the environment within which Lean Six Sigma
initiatives can succeed or fail. - ANSWERtrue
Customer-focused cultures are actually more common than one would expect. -
ANSWERfalse
Customer value is represented by which of the following attributes? - ANSWERprice,
quality, and service
Delivering customer value begins with _______________ . - ANSWERcompany
culture
In additional to culture, the organization must be capable of developing efficient
processes to deliver the kinds of products and services that customers want. -
ANSWERtrue
Lean focuses on quality and consistency. - ANSWERfalse; It focuses on the
minimization of waste and delays.
Lean is primarily limited to manufacturing processes. - ANSWERfalse; It applies to all
functional areas of business.
,To meet quality objectives, Six Sigma sets targets and measures process outcomes
against there targets. - ANSWERtrue
One quality measure in a hospital's emergency department is the time it takes
before a patient is examined by a physician. The target is 15 minutes or less. To
determine if this objective is met a Six Sigma analysis would seem appropriate. -
ANSWERtrue; Six Sigma sets targets (less than 15 minutes) and measures outcomes
(waiting time) against this target.
The more output deviates from a target level the more acceptable is the process
output. - ANSWERfalse
Carefully designed processes should not deviate at all from a target. - ANSWERfalse
All products should be designed in such a way as to deliver perfect performance. -
ANSWERfalse
The reality is that for most products and services reasonable quality, not perfection,
is necessary. - ANSWERtrue
A bottom-up approach to improving process performance is most commonly
associated with an organizational culture that emphasizes quality, efficiency and
customer value. - ANSWERfalse; It must be top down, an approach that requires top
management support.
A lean culture is one that supports the discovery of better ways to deliver customer
value. - ANSWERtrue
Sustaining a lean organization is not difficult as evidenced by the performance of
General Motors since the 1950s. - ANSWERfalse; To the contrary, sustaining a lean
culture is a major management challenge.
Changing a traditional organization to one that is lean and customer-focused is
usually not a difficult challenge. - ANSWERfalse; It is difficult because resistance to
change is a major roadblock.
According to McKinsey and Company, one of the disciplines necessary to achieve a
lean organization is quality assurance. - ANSWERfalse; The disciplines are clear
direction, enabling contributions, customer value, and discover better ways
The more layers there are in a management structure, the more likely it will be for
an organization to succeed in developing a lean processes. - ANSWERfalse;
Management layers breed bureaucracy.
A major challenge, when restructuring an organization by eliminating bureaucratic
layers and becoming more lean, is resistance to change. - ANSWERtrue
, Once a lean culture is established, it is very unlikely for the organization to become a
bloated bureaucracy. - ANSWERfalse
Lean cultures are more likely to be customer-focused. - ANSWERtrue
Walmart is an example of a company that was unsuccessful in recognizing the pitfalls
of bureaucratic creep. - ANSWERfalse; They took action to eliminate it.
Dispensing the wrong medication at a nursing home is an example of one of the
fundamental challenges associated with Lean. - ANSWERtrue; This would be
considered an Error and as such would be one of the three fundamental challenges
of Lean.
Lean Six Sigma projects have a clear beginning and end. - ANSWERtrue
To best ensure success, Lean Six Sigma projects must be defined in such a way as to
address a specific goal or objective. - ANSWERtrue
Business cases that are written to justify the approval of a Lean Six Sigma project
require detailed budgets and schedules. - ANSWERfalse; Rough estimates are usually
satisfactory for a business case
Business cases for Lean Six Sigma Projects must include full technical descriptions of
every step in the project process. - ANSWERfalse; The business case is a overview of
the project.
The project charter, when approved by management, formally authorizes a project. -
ANSWERtrue
The Business Proposal is a document that serves as a contract between those who
will do the project work and management. - ANSWERfalse; the Project Charter is the
contract
A Metric is a formal and measurable goal for a Lean Six Sigma project - ANSWERtrue
Financial evaluation requires two estimates; benefits and revenues. - ANSWERfalse;
benefits & costs
A process can be represented mathematically in the following way: - ANSWERy=F(X)
The mathematical expression for a process relates which of the following two
characteristics of a process? - ANSWERinputs & outputs
The quality of the product or service delivered by a process is related to the voice of
the customer. - ANSWERtrue
STUDY BUNDLE PACKAGE) Questions and Verified
Answers| Grade A| 100% Correct
Designing efficient processes often takes less time than inefficient ones -
ANSWERfalse
About 75 percent of Fortune 500 companies utilize the concepts of Six-Sigma. -
ANSWERtrue
There is little difference between Lean and Six Sigma. - ANSWERfalse
Lean primarily focuses on improving process efficiency. - ANSWERtrue
When a new business process is designed it is not necessary to utilize the principles
and concepts of Lean Six Sigma because it can be assumed that new processes are
efficient. - ANSWERfalse
The objective of Six Sigma is to deliver near-perfect products and services. -
ANSWERtrue
Customer value must be defined from the customer's perspective. - ANSWERtrue
Organizational culture defines the environment within which Lean Six Sigma
initiatives can succeed or fail. - ANSWERtrue
Customer-focused cultures are actually more common than one would expect. -
ANSWERfalse
Customer value is represented by which of the following attributes? - ANSWERprice,
quality, and service
Delivering customer value begins with _______________ . - ANSWERcompany
culture
In additional to culture, the organization must be capable of developing efficient
processes to deliver the kinds of products and services that customers want. -
ANSWERtrue
Lean focuses on quality and consistency. - ANSWERfalse; It focuses on the
minimization of waste and delays.
Lean is primarily limited to manufacturing processes. - ANSWERfalse; It applies to all
functional areas of business.
,To meet quality objectives, Six Sigma sets targets and measures process outcomes
against there targets. - ANSWERtrue
One quality measure in a hospital's emergency department is the time it takes
before a patient is examined by a physician. The target is 15 minutes or less. To
determine if this objective is met a Six Sigma analysis would seem appropriate. -
ANSWERtrue; Six Sigma sets targets (less than 15 minutes) and measures outcomes
(waiting time) against this target.
The more output deviates from a target level the more acceptable is the process
output. - ANSWERfalse
Carefully designed processes should not deviate at all from a target. - ANSWERfalse
All products should be designed in such a way as to deliver perfect performance. -
ANSWERfalse
The reality is that for most products and services reasonable quality, not perfection,
is necessary. - ANSWERtrue
A bottom-up approach to improving process performance is most commonly
associated with an organizational culture that emphasizes quality, efficiency and
customer value. - ANSWERfalse; It must be top down, an approach that requires top
management support.
A lean culture is one that supports the discovery of better ways to deliver customer
value. - ANSWERtrue
Sustaining a lean organization is not difficult as evidenced by the performance of
General Motors since the 1950s. - ANSWERfalse; To the contrary, sustaining a lean
culture is a major management challenge.
Changing a traditional organization to one that is lean and customer-focused is
usually not a difficult challenge. - ANSWERfalse; It is difficult because resistance to
change is a major roadblock.
According to McKinsey and Company, one of the disciplines necessary to achieve a
lean organization is quality assurance. - ANSWERfalse; The disciplines are clear
direction, enabling contributions, customer value, and discover better ways
The more layers there are in a management structure, the more likely it will be for
an organization to succeed in developing a lean processes. - ANSWERfalse;
Management layers breed bureaucracy.
A major challenge, when restructuring an organization by eliminating bureaucratic
layers and becoming more lean, is resistance to change. - ANSWERtrue
, Once a lean culture is established, it is very unlikely for the organization to become a
bloated bureaucracy. - ANSWERfalse
Lean cultures are more likely to be customer-focused. - ANSWERtrue
Walmart is an example of a company that was unsuccessful in recognizing the pitfalls
of bureaucratic creep. - ANSWERfalse; They took action to eliminate it.
Dispensing the wrong medication at a nursing home is an example of one of the
fundamental challenges associated with Lean. - ANSWERtrue; This would be
considered an Error and as such would be one of the three fundamental challenges
of Lean.
Lean Six Sigma projects have a clear beginning and end. - ANSWERtrue
To best ensure success, Lean Six Sigma projects must be defined in such a way as to
address a specific goal or objective. - ANSWERtrue
Business cases that are written to justify the approval of a Lean Six Sigma project
require detailed budgets and schedules. - ANSWERfalse; Rough estimates are usually
satisfactory for a business case
Business cases for Lean Six Sigma Projects must include full technical descriptions of
every step in the project process. - ANSWERfalse; The business case is a overview of
the project.
The project charter, when approved by management, formally authorizes a project. -
ANSWERtrue
The Business Proposal is a document that serves as a contract between those who
will do the project work and management. - ANSWERfalse; the Project Charter is the
contract
A Metric is a formal and measurable goal for a Lean Six Sigma project - ANSWERtrue
Financial evaluation requires two estimates; benefits and revenues. - ANSWERfalse;
benefits & costs
A process can be represented mathematically in the following way: - ANSWERy=F(X)
The mathematical expression for a process relates which of the following two
characteristics of a process? - ANSWERinputs & outputs
The quality of the product or service delivered by a process is related to the voice of
the customer. - ANSWERtrue
