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Lean Six Sigma Green Belt Questions with Solutions
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Lean Six Sigma Green Belt
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Lean Six Sigma Green BeltTo achieve a six-sigma process, how many defects for every one million opportunities
can you have? - answer3.4
six sigma defect - answer anything outside the original customer specifications
Six Sigma Roles and Responsibilities - answer1) Sponsor: senior executive; sponsors
initiative
2) Champion: mid-level executive evangelizing six sigma
3) Master Black Belt: black belt with several six sigma projects experience; coaches,
mentors, and trains Black Belts
4) Black Belt: full-time professional; leads large six sigma projects
5) Green Belt: part-time professional; leads smaller six sigma projects
6) Team Member: brings relevant experience to project
7) Process Owner: professional responsible and accountable for the business process
being improved
Black Belt Six Sigma projects must result in aggregate financial benefits worth - answer
at least $200,000 yearly to the organization
Characteristics of a traditional organization - answer-short term focus
-reactionary management
-quick ROI
-customers are hostile and bottlenecks
-error and defect reduction
Characteristics of a customer-driven organization - answer-long term focus
-preventive management
-based on CSAT
-customers are the king and need to be respected
-error and defect prevention
Change Resistance Curve - answer15% supportive, 70% neutral, and 15% resistant
Focus on the 70% neutral to get them to move with the change
Types of Organizational Roadblocks - answer1) Lean Six Sigma is a fad
2) Lean Six Sigma is too statistical
3) Why change?
4) Non-cooperative employees
, 5) Wrong team members
6) Fear of measurements
7) Fear of job elimination
Resistance Points - answer1) Ignore the new process
2) Inaccurate understanding
3) Disagree with validity
4) Criticizing tools or applications
5) Delaying the implementation
Steps in Force Field Analysis - answer1) Define the future change - Write the goal or
future state.
2) Brainstorm the driving forces (factors that are FOR the change)
3) Brainstorm the restraining forces (factors that are AGAINST the change)
4) Evaluate the forces (rate from 1-5)
5) Strategize and prioritize
Continual Improvement Process (CIP) - answera steady effort made to improve existing
processes, products, or services; acts as part of the system where feedback from the
process and the customers are evaluated against organizational goals
kaizen - answerchange for better = continuous improvement
lean - answerprinciple of eliminating waste (muda) and reducing non-value added
activities (NVAs); most important benefit of Lean is to help achieve continuous flow
The 5 Lean principles are: - answer1) Identify value (from the customer's standpoint)
2) Map the value stream (identify all steps that add value, and eliminate those that don't
add value)
3) Create flow (value creating steps in a tight sequence)
4) Establish pull (upstream activity)
5) Seek perfection
Should lean come before six sigma or six sigma before lean? - answerLean should
come first
It is important to first reduce or eliminate the waste in the process before taking on
activities to reduce variation
warusa kagen - answeridentifies the gap between how ideal the process should be and
how actually it is performing
3Ms - answerMuda - wasteful work
Mura - unsteady work or work happening irregularly
Muri - inefficient work
8 types of waste - answer(TIMWOODS)
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