Free Certified Six Sigma Black Belt MCQ Questions and Answers
The premise that things should move from one procedure to another in the shortest possible increments, one piece being optimal.
Single-Piece Flow is a concept in Lean manufacturing where products or workpieces move through the production process one piece at a time, as opposed to being produced or processed in batches.
The goal of Single-Piece Flow is to achieve a smooth, continuous flow of products or workpieces, with each piece moving seamlessly from one operation to the next with minimal delays or waiting time. By producing or processing one piece at a time, the focus is on reducing lead times, eliminating bottlenecks, and minimizing inventory.
Standardize (also known as Seiketsu) is a technique for producing and delivering the appropriate goods in the appropriate quantities and at the proper times, locations, and places. The idea of a Pull system depends on this premise.
Standardize, also known as Seiketsu in Japanese, is one of the 5S principles used in Lean manufacturing and workplace organization. It focuses on maintaining and sustaining the improvements achieved through the other 5S steps: Sort (Seiri), Set in Order (Seiton), Shine (Seiso), and Sustain (Shitsuke).
This method of resource conservation through waste reduction is regarded as the forerunner to lean manufacturing. The two fundamental ideas of "The Toyota Way" are Jidoka, which means identifying the immediate root cause of any production-related issues, and Just-in-Time, which means only creating what is required and not keeping surplus inventory. Only through believing in and empowering employees to participate in the system is this potent combination achievable.
Toyota Production System (TPS), which is a framework for conserving resources by eliminating waste. TPS is considered the precursor and foundation of Lean Manufacturing, and it has been a significant influence on many modern Lean principles and practices.
In terms of waste identification, which of the following is/are not key concepts in the Toyota Production System (TPS)?
Waste identification is also known as learning to recognize muda, which is a traditional Japanese phrase for an action that is wasteful and adds no value or is unproductive, value-none, trivial, or useless. It is also one of three essential ideas in the Toyota Production System (TPS).
The other two are mura, which means irregularity, unevenness, or variety, and muri, which means overload or arduous effort. These three terms define trash that infiltrates companies and allow us to start "learning to see" waste.
Which of the following is NOT a Process Management Committee characteristic?
The PMC is a group of managers who share tasks relating to the mission of the committee. The following features characterize the committee:
-The entire procedure is represented.
-A member is the senior/top management of the parent function for each activity.
-To the greatest extent possible the members are at the peer level.
Rapid Improvement Event (also known as a Kaizen Event): In actual practice, a Kaizen is a Rapid Improvement Event that typically lasts between one and five days and involves important process participants who concentrate on resolving a specifically defined area for process improvement.
Rapid Improvement Event or Kaizen Event is a time-bound and highly collaborative approach to process improvement that takes place over a short duration, typically 1 to 5 days. It is an effective method for achieving rapid and meaningful improvements in processes while engaging key stakeholders and fostering a culture of continuous improvement.
Which of the following is a method for picking from bigger lists of alternatives? They can be used to choose an issue from a list of possible problems, major underlying causes from a wider list, or a remedy from a list of options.
A matrix diagram/decision matrix is a method of picking from vast lists of possibilities in a methodical manner. They can be used to choose an issue from a list of possible problems, a major root cause from a wider list, or a remedy from a list of options.
For Six Sigma to successfully affect change, _________ across the business is necessary.
For a Six Sigma project to be successful and effectively bring about change, buy-in across the business is essential. Six Sigma is not just a set of tools and methodologies; it is a comprehensive business strategy that aims to achieve significant process improvement and deliver tangible results.
Which of the following claims about the Process Improvement Team (PIT) is/are correct?
The Process Improvement Team (PIT) consists of lower-level managers. They should ideally be functional owner's peers who work for PMC members. The PIT members are the appointed implementers of process management actions, which include:
‥ Learn the basics of process quality management
‥ Carry out continuing operations to guarantee the effectiveness, efficiency, and adaptability of the process.
A methodical approach of removing waste from a process with the intention of giving the customer what they want. This method is largely composed of tools that Toyota developed while developing the Toyota Production System.
Lean is a systematic method for the elimination of waste from a process, with the primary goal of providing value to the customer. It originated from the Toyota Production System (TPS) and has been widely adopted in various industries as a philosophy and set of principles to optimize processes, improve efficiency, and enhance customer satisfaction.
Lead Time: The period of time between when a consumer puts an order and when they actually receive the products or services they ordered.
Lead time is indeed the measure of the cycle time from the moment a customer places an order to the moment they receive the desired goods or services. It is a critical metric used in various industries to assess the efficiency and responsiveness of a process.
This strategy, which takes its cues from Hoshin Kanri, is called Catchball and it aims to take employee input into account while deciding on the path of the company. It's frequently used when formulating things like mission statements and goals, with the concept being that management and staff will "throw" and "catch" each other's ideas and work together to produce the desired outcome.
Catchball is an approach used in business management, inspired by Hoshin Kanri (also known as Policy Deployment), a strategic planning methodology in Lean management. Catchball is designed to foster collaboration and incorporate feedback from employees when determining the organizational direction, mission statements, and goals.
The matrix diagram is a method for investigating relationships that is available in which of the following formats?
The matrix diagram is a method that may be used to investigate relationships. While there are many other types of matrix diagrams, the decision, or priority, matrix is the most widely utilized. These are available in two basic configurations: the L-Shaped Matrix and the T-Shaped Matrix.
Which of the following should be done after establishing ownership?
Once ownership has been established, the first step is to describe the process's objective, or purpose, and to specify the process scope.
Visual check system for reviewing important workplace items: leader task boards. It consists of a set of duties connected to daily management, leader standard work, production, cost, and quality.
Leader Task Boards, also known as Leader Standard Work boards or Leader Daily Management boards, are visual management tools used in Lean and continuous improvement practices to review critical workplace items and track the progress of tasks related to safety, quality, production, cost, and daily management.
Which technique concentrates a group's attention on a single process for a 1- or 2-day meeting to outline how the group might enhance the process over the next 90 days?
An innovative method called FAST (Fast Action Solution Technique) concentrates a group's attention on a single process for one or two days in order to determine how the group might enhance the process over the following 90 days. Management either approves or rejects the proposed improvements before the conference ends.