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Lean Six Sigma Study notes Questions and Answers Fully Solved
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Lean Six Sigma Study notes
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Lean Six Sigma Study notesWhen using Scrum, how long should a Sprint last? - answerOne Week -
(When using Scrum for continuous improvement activities, a Sprint should last one
week, If the project is complex, the sprint may last up to two weeks, but anything
beyond loses focus and velocity. Remember, a one-day Sprint is recommended during
week-long intensive Kaisen Events.)
What is non-value-added work? - answer Process essential task that do not add value
to the customer -
(Non-value-added work is categorized as something that your customer is not willing to
pay for, but it is essential to process. For example, in a fulfillment environment, the
customer can care less if you used labor hours to receive the product into your
warehouse and placed it on a shelf. However, receiving the item allows it to be visible in
the virtual marketplace, enabling it to be sold to a customer.)
The greatest concern about an excessive amount of inventory is: - answerExcess
storage cost, Too many resources used, & More people managing the content than
necessary.
(All of these problems can make it harder for the inventory to be managed due to the
excess materials that have to be stored and handled )
The backlog in a Scrum project entails: - answerThings that have to be done -
(The backlog focuses mainly on the things that you are going to do so you can finish the
task the right way.)
How long should a Sprint Review or Project-Report-out last? - answer60 Minutes -
(An effective Report-out on a complex project should not last more than 60 minutes. It
should be broken up by a 40-minutes time frame for the presentation and 20 minutes of
questions and answer. A short duration prevents the audience from getting distracted
and ensures that the presentation is concise.)
What mechanism is suggested to help the Team Leader measure the Sprints' progress?
- answerAssigning a score or weight to each task -
(It is challenging to forecast precisely how long each task will take due to the risk of the
project. Breaking down each task and assigning it a score or weight is a quick method
that allows them members to use their best judgment rather than wasting time
conducting an extensive analysis to a measurement that is known to be uncertain. The
score or weight can then be tracked in a Burndown Chart as the Sprint progresses, and
the scoring method can be improved as the team learns more about working with each
other and become more familiar with the project. )
, What is at the center of the Lean Wheel? - answerStability -
(The focal point of Operational Excellence is stability. Without stability in the workforce,
processes, equipment, quality, safety, supply chain, and in our customer demand, an
organization falls into chaos and will eventually fail. Each of the eight core principles
interrelates with one another and helps create the needed stability.)
Which Scrum event inspects how the last Sprint did with regards to people,
relationships, processes, and tools? - answerSprint Retrospective-
(Led by the Team Leader, the Sprint Retrospective occurs after the Sprint Review with
only the team. The purpose of the meeting is to reflect on how the sprint went
concerning people, relationships, process, and tools. The goal is to identify and order
the major items that went well and those things that need to be improved. the team
should create a plan for implementing the improvements on how the team works, and
each member should commit to the plan. )
If normal distribution is three sigma capable, what percentage of the outputs will fall
between the lower and upper specification limits? - answerIf your upper and lower
specification limits reside at the third standard deviations away from the mean, or at the
three Sigma level, 93.3% of all your product is acceptable. This example is referred to
as being Three Sigma Capable.
What is the ideal Capacity Index (Cp) for six sigma - answerA Cp Index of 2 is excellent,
meaning that the process is Six Sigma capable and will have a specification window
twice as wide as the process variation.
A defect check sheet works when you are trying to collect: - answerHow often certain
things happen
The main goal of the defect check sheet is to identify how often things take place. You
could make inferences with the check sheet, although this might work better if you spent
some time confirming results and analyzing data.
How do you calculate the Takt Time for a 10-hour shift that has two 15-minute breaks,
two 7-minute standup meetings, and factors in 5-minutes for the end-of-shift cleanup,
with a customer demand of 1,000 units? - answer(9.18 x 60 x 60) / 1,000 = 33 seconds
Two 15-minute breaks plus two 7-minute meetings and 5-minutes of cleanup add up to
49 minutes of planned downtime, or 11 minutes of actual work. Dividing 11 minutes
from 60 minutes converts the minutes to .1833 of an hour, making the total available
time 9.18 hours per shift. Next, we may want to convert the available time to seconds by
multiplying 9.18 by 60 minutes by 60 seconds, for a total of 33,048 seconds. To
calculate Takt Time, divide the available time by the customer demand, or 33,048
seconds by 1,000 units, resulting in a Takt Time of 33 seconds.
How do you calculate DPMO? - answer(Number of defect / Total opportunities) *
1,000,000
The way to calculate DPMO is to divide the number of defects by the total number of
opportunities created within a specified time and multiply the number by 1,000,000.
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