Lean Six Sigma Yellow Belt (Money Belt) Exam

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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 plots
    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. You already understand the principles of Lean because:
    Your kitchen is a lean production cell
    You’ve eaten or worked in a fast food restaurant
    You use a cell phone to save time
    All of the above
  21. 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
  22. 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
  23. Lean can help your business grow:
    50% faster than your industry
    2 times faster
    3 times faster
  24. Lean can help you increase profit margins by:
    10%
    20%
    50%
    100%
  25. Delays can be caused by:
    Time between steps in a process
    Waste and rework
    Large batch sizes
    All of the above
  26. 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
  27. To analyze what customers want use the:
    Voice of the business (VOB)
    Voice of the customer (VOC)
    Voice of the employee (VOE)
    Voice of the supplier (VOS)
  28. A pull system produces goods or delivers services
    So they’ll be ready when customers ask for them.
    Only when customers ask for them.
    In large batches.
    In small batches
  29. One-piece flow means that you produce
    One piece at a time
    In a continuous flow
    Without interruption
    All of the above
  30. The goal of Lean is to:
    Keep workers busy
    Prepare for customer demand
    Produce at the rate of customer demand
    None of the above
  31. Lean emphasizes:
    Small lots
    Quick changeover
    Right-sized machines
    All of the above
  32. The most common type of waste in any business is:
    Over production
    Excess inventory
    Waiting
    Unnecessary movement
    Unnecessary processing
  33. The first step in Lean is:
    Sort, straighten, shine, standardize, and sustain
    Red tagging
    Spaghetti diagramming
    Value stream mapping
  34. 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
  35. The mindset shift for Lean is from:
    Big batches to small batches
    Push to pull
    Build it and they will come to when they come build it fast.
    All of the above
  36. The most common measure of flow is:
    Lead or cycle time
    Value-added time/total time
    Travel distance
    Productivity
    Quality rate or first pass yield
    All of the above
  37. Work cells should be designed to
    Reduce movement
    Reduce transportation
    Make everything visual
    All of the above
  38. The primary goal of lean is to reduce:
    Delay
    Waste
    Muda
    All of the above
  39. Six Sigma relies on:
    Common sense
    Trial and error
    Data and analysis
    Gut Feel
  40. The key power tool for Six Sigma is:
    Powerpoint
    Excel
    Visio
    Word
  41. One of Magnificent Seven Improvement Tools in Excel is:
    Data Validation
    Spreadsheets
    PivotTables
    Charts
  42. To simplify analysis in Excel, put your data into:
    Cells
    Rows
    Columns
    Sheets
  43. The QI Macros Lean Six Sigma software for Excel consists of:
    Macros to draw charts
    Templates of charts, diagrams, and matrices
    Statistical analysis tools
    Chart, Data and Statistical Wizards
    All of the above
  44. To summarize tabular data you can use:
    QI Macros Improvement Project Wizard
    Formulas
    Pivot tables
    Calculator
  45. Successful improvement teams have:
    Dreamers
    Realists
    Critics
    All of the above
  46. To calculate process capability use a:
    Control Chart
    Histogram
    Pareto Chart
    Scatter Diagram
  47. The cost of not using Lean Six Sigma is what percent of total expenses:
    5-10%
    10-20%
    25-40%
  48. The first essential chart in the quality improvement process is a:
    Fishbone Diagram
    Pareto chart
    Control chart
    Bar chart
  49. Critical to Quality (CTQ) measures include:
    Cycle time
    Defects
    Variation
    Cost
    All of the above
  50. 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
  51. The 4-50 rule means that you will need to draw a lot of:
    Bar Charts
    Pareto charts
    Fishbone diagrams
    Control charts
  52. Root Cause analysis asks:
    Who?
    What?
    When?
    Where?
    How?
    Why? Why? Why? Why? Why?
  53. The main cause of defects is:
    People
    Process
    Machines
    Materials
    Measurement
  54. A sure sign of failure to narrow your focus is:
    Whale bone diagrams
    Endless team meetings
    Boiling the ocean
    Lack of data
    All of the above
  55. To simplify Six Sigma problem solving, the QI Macros will help you create:
    Control Charts
    Pareto charts
    Fishbone (Ishikawa) diagrams
    Countermeasures matrices
    Action plans
    All of the above
  56. Six Sigma can be used in:
    Manufacturing
    Service delivery
    Customer service
    Finance
    Information systems
    All of the above
  57. To reduce transaction errors in IT systems, you can use:
    The Dirty Dozen
    The Dirty Thirty
    Bug zappers
    Debuggers
  58. Transactional Six Sigma can be applied to systems for:
    Purchasing
    Ordering
    Billing
    Payroll
    All of the above
  59. Lean Six Sigma helps plug the leaks in cash flow caused by:
    Sales
    Customers
    Internal processes
    All of the above
  60. The measures of variation is:
    Spread
    Shape
    Center
    All of the above
  61. The cause of variation is:
    Special
    Common
    All of the above
  62. The objective in reducing variation is to:
    Center the distribution
    Reduce the Spread
    All of the above
  63. Before you can evaluate a process’s capability, the process must first be:
    Repeatable
    Stable
    Organized
    Understood
  64. The best tool for analyzing capability and showing variation in measured data is:
    Histogram
    Control Chart
    Scatter Chart
    Pareto Chart
  65. To determine your process’s capability, you will want to look at:
    Cp
    Cpk
    Pp
    Ppk
    All of the above
  66. When using a sample, focus on:
    Cp and Cpk
    Pp and Ppk
  67. When using the total population, focus on:
    Cp and Cpk
    Pp and Ppk
  68. What are the Cp and Cpk levels that correspond to Four Sigma:
    1.0
    1.33
    1.66
    2.0
  69. If Cp is greater than Cpk, you will want to first:
    Center the process
    Reduce the spread
    Change the shape
    Analyze stability
  70. If Cp < 1, you will want to first:
    Center the process
    Reduce the spread
    Change the shape
    Analyze stability
  71. If Cp and Cpk are significantly greater than Pp and Ppk, you will want to first:
    Center the process
    Reduce the spread
    Change the shape
    Stabilize the process
  72. A control system consists of:
    The process
    Control charts
    Corrective actions
    All of the above
  73. To define a process flow, use a:
    Value stream map
    Flow chart
    Spaghetti diagram
    Any of the above
  74. 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
  75. 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
  76. The most overlooked and underused step in the DMAIC process is:
    Define
    Measure
    Analyze
    Improve
    Control
  77. When choosing a control chart, you will want the data to be:
    Variable (measured)
    Attribute (counted)
    Variable or Attribute
    None of the above
  78. Then, to choose a control chart, you will need to know the:
    Sample size
    Population
    Variation
    None of the above
  79. The attribute charts most often used are the:
    c, np, p, u
    XmR, XbarR, and XbarS
  80. The variable charts most often used are the:
    c, np, p, u
    XmR, XbarR, and XbarS
  81. Or you can find the most likely chart by using the QI Macros:
    Pull down menu
    Control Chart Wizard
    Control chart decision tree
    Any of the above
  82. 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
  83. 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
  84. Control charts and histograms help:
    Measure the process
    Monitor performance
    Detect shifts in performance
    All of the above
  85. The hardest part about learning Lean Six Sigma is:
    Methods
    Tools
    Statistics
    Unlearning old ways of thinking
  86. To increase results with Six Sigma you will want to:
    Train more belts
    Start more teams
    Reduce the number of people involved
    Survey to find out where to start
  87. Lean Six Sigma takes root in an organization most easily when:
    Top leadership commits to implementing Lean Six Sigma
    Informal leaders embrace Lean Six Sigma
    Individuals start projects
    Consultants are hired
  88. If participants don’t apply what they’ve learned about Lean Six Sigma within 72 hours of the end of a course, they lose:
    10% of what they’ve learned
    25% of what they’ve learned
    50% of what they’ve learned
    90% of what they’ve learned
  89. People learn best when they:
    Experience a situation
    Decide how to best deal with the situation
    Are coached by experts
    All of the above
  90. 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
  91. The best way to make Lean Six Sigma successful is to:
    Make it easy to try
    Make it simple
    Show how much better it works than the current method of problem solving
    Tailor it to match the company’s culture and environment
    Make it easy for everyone to see the success of initial teams
    All of the above
  92. To succeed, every Six Sigma project needs:
    A project worth doing
    A process it owns and controls (not someone else’s)
    Available data about performance
    A sponsor who wants to solve the problem
    An experienced Lean Six Sigma guide
    All of the above
  93. Given a choice of how to deal with an improvement, people will tend to:
    Sabotage it
    Criticize it
    Delay it
    Question it
    All of the above
  94. 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.
  95. 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..
  96. The key tool for sustaining an improvement (i.e., Control phase of DMAIC) is:
    Control Chart
    Histogram
    Flow Chart
    All of the above
  97. The most common control chart used in service industries is:
    XmR
    XbarR
    p Chart
    All of the above
  98. The most common control chart used in manufacturing is:
    XmR
    XbarR
    p Chart
    All of the above
  99. If you have rare events data, use a:
    g or t Chart
    XmR or XbarR chart
    p or u chart
    All of the above
  100. 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

    Please note: The following questions will reference data found in the QI Macros Tutorial file (QI Macros >
    QI Macros Help > QI Macros Quick Lesson) or data found in the Case Studies and Dojo Exercises in each of the video sections.

    If you have not watched EVERY video and downloaded and completed EVERY Six Sigma Case Study Dojo, exit this test now and do so. You will not be able to pass the test without doing so.

  101. When you installed QI Macros and ran the c chart in QIMacros-Tutorial.xlsx ("Run Your First Chart" tab), was the process:
    In Control
    Out of control
    Capable
    Not Capable
  102. If you rerun the manufacturing histogram in QIMacros-Tutorial.xlsx using USL = 346, LSL = 200, is the process:
    In Control
    Out of control
    Capable
    Not Capable
  103. If you create a control chart using the manufacturing histogram data in QIMacros-Tutorial.xlsx, is the process:
    In Control
    Out of control
    Capable
    Not Capable
  104. When you ran the manufacturing Pareto chart in QIMacros-Tutorial.xlsx, the "big bar" on the Pareto chart was:
    Bad
    Damage
    Insult
    Missing
  105. When you ran the Healthcare Pareto chart data in QIMacros-Tutorial.xlsx, how many charts were produced?
    1
    2
    3
    4
  106. When you ran the Healthcare Pareto chart data in QIMacros-Tutorial.xlsx, how much was the big bar, Wrong Technique, reduced?
    13
    16
    33
    36
  107. Using the Healthcare Pareto chart in QIMacros-Tutorial.xlsx, which type of error should you improve next?
    Drug not available
    Wrong Dose
    Wrong Technique
    Wrong Time
  108. When you ran the Improvement Project Wizard on the Mfg or Healthcare data in QIMacros-Tutorial.xlsx, how many improvement projects were created?
    1
    2
    3
    4
  109. When you ran the c chart on the Call Center data in the Six Sigma dojo, was the process:
    In Control
    Out of control
    Capable
    Not Capable
  110. After running a Pareto chart on the Call Center data, where would you focus the improvement effort?
    Transferred to Dept A
    Transferred to Dept B
    Valid Type 1
    Valid Type 2
    Valid Type 3
  111. After running the PivotTable Wizard on the Carton Manufacturing defects in pivottable.xlsx (part of the QI Macros Test data) and running a control chart on the defects per day, was the process:
    Stable
    Out of Control
    Capable
    Not Capable
  112. After running a Pareto chart on defects by line, where would you focus the improvement?
    Line 1
    Line 2
    Line 3
  113. After drilling down to the next level from the line above and drawing another pareto chart, where would you focus the improvement?
    Bent/Damaged flaps
    Carton will not open
    Folded flaps
    Ink smears/streaks
    Mislabeled
    Missing color
    Off color
    Oil spots
    Poor ink adhesion
  114. After running the PivotTable Wizard on the Healthcare Denied Claims data in pivottable.xlsx (part of the QI Macros Test data) and running a control chart on the denied claims per day, was the R Chart:
    Not Capable
    Not Stable
    Capable
    Stable
  115. Was the X Chart:
    Stable
    Out of Control
    Capable
    Not Capable
  116. After running a Pareto chart on denied claims by hospital, where would you focus the improvement?
    Hospital 1
    Hospital 2
    Hospital 3
    Hospital 4
    Hospital 5
    Hospital 6
    Hospital 7
  117. After drilling down to the next level from the hospital above and drawing another pareto chart, where would you focus the improvement?
    Timely Filing
    Overlapping Date of Service
    No Authorization
  118. When you ran the u chart on the u chart data in AIAG SPC.xlsx
    or C-Sections in "p data" in Healthcare SPC.xlsx (QI Macros Test Data),
    was the process:
    Stable
    Capable
    Out of control
    Not Capable
  119. After running a Pareto chart on the (AIAG SPC.xlsx/u chart), where would you focus the improvement effort?
    nd018
    nd048
    vr3017
    vr1901
    None of the above
  120. After running a Pareto chart on the Denied Claim No Appeal data (Healthcare SPC.xlsx/Pareto Data), where would you focus the improvement effort?
    Invalid Authorization
    Medical Necessity
    No Authorization
    Partial Authorization
    Timely Filing
  121. Using the Blood Tubes Case Study Data (Blood-Tube-Improvement-Data.xlsx), was the initial blood tube usage:
    Capable
    Stable
    Not Capable
    Out of control
  122. What department had the most unused blood tubes?
    Lab
    Emergency
    Pre-Op
    Phlebotomy
  123. After improvement, what was the reduction in average blood tube usage?
    175/day
    200/day
    225/day
    250/day
  124. After improvement, what department had the most unused blood tubes:
    Lab
    Emergency
    Pre-Op
    Phlebotomy
  125. After improvement, what was the reduction in blood tube usage in the Emergency Department?
    1608 tubes
    2283 tubes
    6481 Tubes
    8754 Tubes
  126. Using the Retained Foreign Objects (RFOs) Case Study Data (Retained-Foreign-Objects-Data.xlsx), what control chart did you use to show days between RFOs:
    c
    g
    p
    t
  127. Using the Retained Foreign Objects (RFOs) Case Study Data, was the initial control chart:
    Not Capable
    Out of control
    Capable
    In Control
  128. What was the most common type of RFO?
    Instruments
    Needles
    Sponges
    Miscellaneous
  129. After improvement, what was the new average days between RFOs?
    23 days
    35 days
    47 days
    59 days
  130. After improvement, did the variability:
    Decrease
    Stay the same
    Increase
  131. When you ran the Improvement Project Wizard on the Manufacturing Scrap Case Study Data (Manufacturing-Scrap-Data.xlsx), is the control chart of scrap data, how many improvement projects were created?
    1
    2
    3
    4
  132. Using the Manufacturing Scrap Case Study Data, is the control chart of scrap data:
    Capable
    Stable
    Not Capable
    Out of control
  133. What scrap code caused the most scrap?
    H38
    H44
    H50
    M129
  134. Within the biggest scrap code, what machine caused the most scrap?
    M240
    M261
    M270
    M295
  135. Using the Packaging Defects Case Study Data (packaging-case-study-data.xlsx), is the control chart of packaging defects:
    In Control
    Out of control
    Capable
    Not Capable
  136. What production line had the most defects?
    Line 1
    Line 2
    Line 3
  137. What type of defect caused the most defects?
    Bent/Damaged flaps
    Carton will not open
    Folded flaps
    Poor ink adhesion
  138. Who should be on the improvement team? People from:
    Line 1
    Line 2
    Line 3
  139. Of those people, who would have the best insights into the root causes? People who know something about:
    Bent/Damaged flaps
    Carton will not open
    Folded flaps
    Poor ink adhesion
  140. After resolving this problem, what would be the next best place to focus the improvement effort?
    Bent/Damaged flaps
    Carton will not open
    Folded flaps
    Poor ink adhesion

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