1. **Question: What does the acronym "DMAIC" stand for in Six Sigma?

**

a) Define, Measure, Analyze, Implement, Control

b) Define, Measure, Analyze, Improve, Control

c) Direct, Measure, Analyze, Improve, Correct

d) Document, Measure, Assess, Improve, Correct

2. **Question: What is the primary goal of the "Control" phase in the DMAIC process?**

a) Identify root causes of process defects

b) Implement process improvements

c) Measure process performance and maintain improvements

d) Define project scope and objectives

3. **Question: Which of the following tools is used to prioritize issues and focus improvement efforts on
the most critical problems?**

a) Scatter plot

b) Flowchart

c) Pareto chart

d) Histogram

4. **Question: What does the term "standard deviation" represent in statistical analysis?**

a) The average of a set of values

b) The spread or dispersion of a set of values

c) The highest value in a data set

d) The lowest value in a data set

5. **Question: In the context of Six Sigma, what is "defects per million opportunities" (DPMO)?**

a) A measure of process yield

b) The total number of defects in a process

c) The average defects per unit produced

d) A measure of process efficiency

6. **Question: Which of the following is a key principle of Lean thinking that focuses on reducing
activities that do not add value to the customer?**

a) Standardization

b) Batch processing

c) Variation

d) Waste reduction

7. **Question: What is a "Fishbone diagram" commonly used for in Six Sigma?**

a) Creating a timeline of project activities

b) Identifying potential risks in a project

c) Identifying potential causes of a problem

d) Analyzing process flow and bottlenecks

8. **Question: Which of the following statements best describes the concept of "root cause analysis"?**

a) It involves addressing the symptoms of a problem without identifying the underlying cause.

b) It focuses on addressing the most visible and immediate issues in a process.

c) It aims to identify the fundamental reasons behind a problem or defect.

d) It involves making changes to a process without thoroughly analyzing the impact.

1. **Question: Which phase of the DMAIC process involves collecting data to quantify the current
performance of a process?**

a) Define

b) Measure

c) Analyze

d) Improve

2. **Question: What is the main objective of a process map in Six Sigma?**

a) To represent the flow of materials in a process.

b) To identify defects in a process.

c) To visually display the steps and interactions in a process.

d) To calculate the process capability index.

3. **Question: In a process with a Cpk value of 1.5, what does this value indicate about process
capability?**

a) The process is capable and well-centered within the specification limits.

b) The process is slightly capable, but improvements are needed.

c) The process is not capable of meeting specifications.

d) The process is capable, but it has a high level of variability.

4. **Question: What type of data is measured on a nominal scale?**

a) Continuous data

b) Ordinal data

c) Categorical data

d) Ratio data
5. **Question: Which Lean principle focuses on reducing the time between when a customer places an
order and when they receive the product or service?**

a) Standardization

b) Pull

c) Kanban

d) Value stream mapping

6. **Question: What does the acronym "SIPOC" stand for in Six Sigma?**

a) Supplier, Improvement, Process, Outcome, Customer

b) Scope, Inputs, Process, Outputs, Control

c) Stakeholders, Inputs, Processes, Outputs, Communication

d) Suppliers, Inputs, Processes, Outputs, Customers

7. **Question: What does the term "Yield" refer to in a process context?**

a) The number of defects produced in a process.

b) The ratio of good output to total input in a process.

c) The speed at which a process operates.

d) The number of process steps in a workflow.

8. **Question: Which tool is commonly used to identify the most frequent causes of defects in a
process?**

a) Scatter plot

b) Control chart

c) Fishbone diagram
 d) Value stream map

Label each characteristic as describing Six Sigma, Lean or both.

Lean - Focus on reducing waste
Lean - Uses kaizen
Lean - Uses ToC
Six Sigma - Focus on reducing variation
Six Sigma - Use of statistical tools
Six Sigma - Uses exploratory data analysis
Six Sigma - Uses DMAIC methodology
Both - Inspired by PDCA
Both - Use of systematic-problem solving tools
Both - Delivers significant savings
Both - Implemented by specialists and teams
Describe value streams.
All the activities in a process lined up to take a product or service from a customer order until the
time of delivery.
Describe 'pull.'
Allowing customer demand to be the driving force behind the creation of products or services
Describe 'perfection.'
The constant improvement of activities in a process to produce the customer's ideal product or
service.
Describe 'value.'
The assessment of how well a product or a service meets the customer's needs.
What types of information are revealed by a value stream map?
1. All the steps or activities involved in producing output/creating value.
2. Which activities are causing/producing or which contain waste.
3. Obstacles or waste that are disrupting process flow.
4. Where processes can be streamlined to improve flow.
5. Areas where process improvements will create value.
Match each stage of the DMAIC methodology with the tool commonly associated with it.
Define - Value stream mapping
Measure - Lead time
Analyze - Value stream mapping
Improve - Value stream mapping, 5S
Control - Visual factory
What are the five steps for Lean implementation?
1. Identify value.
2. Map the value stream.
3. Create flow.
4. Establish pull.
5. Seek perfection.
Match each step in the Lean initiative five-step process to an example in your logistics plan.
1. Identify value.
2. Map the value stream.
3. Create flow.
4. Establish pull.
5. Seek perfection.
1. Gather specific information from the customer, and determine that their requirements include
automatic replenishment and early morning delivery.
2. Plan an ideal product delivery system and compare it and its metrics to the current system.
3. Identify and eliminate the steps that are inefficient or not needed to support identified
customer requirements.
4. Install an interconnected computer or reservation system to streamline customer interactions.
5. Set up a monitoring/measurement system and adjust the delivery times to address and correct
any compliance issues that arise with the new system.
What are the unique characteristics of service organizations?
1. A service is perishable.
2. Services produce heterogeneous output.
3. A service is intangible.
4. Services have simultaneous production and consumption.
Match the given Theory of Constraints measures to their description.
1. Turnover - A measure of the rate that a system turns WIP into saleable items and eventually
profit.
2. ROI - The measure of how much money is being made for each dollar invested in the process.
3. Productivity - The measure of how much is being produced by the system in terms of saleable
items.
4. Net profit - The money that an organization makes by producing and selling a specific
product.
Match the given Theory of Constraints measures to their formula.
1. Turnover = Throughput / Inventory
2. ROI = Turnover / Inventory
3. Productivity = Throughput / Operating expenses
4. Net profit = Throughput - Operating expenses

*Inventory also called Investment

What steps are involved in deploying Lean in an organization?
1. Look for and identify opportunities for improvement.
2. Prioritize the improvements to address first.
3. Design a solution that will fix the problems.
4. Make continuous improvements that eliminate waste.
What are the seven types of waste?
1. Overproduction
2. Waiting
3. Transportation (transport between processes)
4. Inappropriate processing
5. Unnecessary inventory
6. Unnecessary / excess motion (ergonomics)
7. Defects
What are the key concepts associated with the theory of constraints?
1. Systems work according to the Pareto principle (80% of issues are due to 20% of causes).
2. Systems are comparable to chains.
3. Solving core problems eliminates undesirable effects.
4. Undesirable effects reveal core system problems.
5. A system must be understood before it can be changed.
6. Strengthening non-constraints brings no benefits.
7. Ongoing improvement is essential.
Match Six Sigma project elements to the corresponding manufacturing examples.
1. Operations - Improvements to help reduce lead-times or emergency maintenance.
2. Quality assurance - Improvements to help reduce the number of quality defects or produce
fewer customer complaints and claims.
3. Purchasing - Improvements to help reduce the cost per invoice or purchasing errors.
4. Distribution - Improvements to consolidate the number of shipments and reduce freight
charges or the level of returned products.
Match each Lean tool to its description.
1. Kanban - An inventory system that introduces materials and stock into a process when a signal
is received indicating it is needed by the process.
2. JIT - A demand or needs-based methodology used to control inventory and flow.
3. Kaizen blitz - A short-term event where a team focuses on a process, then implements
improvements.
4. 5S - A system to optimize productivity by maintaining a clean and organized work
environment. This process empowers workers to make continuous improvements.
5. Poka-yoke - A mistake-proofing technique that involves examining a process to uncover
where human error occurs.
6. Kaizen - A tool that involves constantly improving a process through incremental steps over a
longer period of time.
Match each Lean Law to its description.
1. Law of focus - 20% of activities cause 80% of delays or problems
2. Law of flexibility - Process speed is directly related to its adaptability and resilience
3. Law of the market (zeroth law) - Quality is central to success, and processes must focus on
customer satisfaction
4. Law of complexity - Complication adds more nonvalue and cost than either poor quality or
slow processes.
5. Law of velocity - Process speed is inversely proportional to the amount of work in progress.