Define Phase Concepts Flashcards
7 cards from real Lean Six Sigma Green Belt Certification practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Define Phase Concepts flashcards as text
During a Define phase tollgate review, the sponsor asks whether the project is linked to organizational strategy. Which section of the project charter best addresses this?
Answer: Business case
The business case explicitly connects the project to strategic priorities, financial impact, or organizational objectives.
A Green Belt uses an Affinity Diagram after gathering VOC feedback. What is the MOST appropriate next step with this grouped information?
Answer: Use a CTQ tree to translate themes into measurable requirements
After grouping VOC themes, a CTQ tree helps drill down from broad needs to specific, measurable quality characteristics.
Which component of SIPOC is represented by the group that provides materials, information, or resources that enter the process?
Answer: Suppliers
In SIPOC, Suppliers are the entities that provide inputs; they can be internal (another department) or external (vendors).
Which scenario BEST illustrates 'scope creep' in a Lean Six Sigma project?
Answer: The team begins addressing a related problem outside the original project boundaries
Scope creep occurs when the project boundaries expand beyond what was defined in the charter without formal approval.
A project team is developing a high-level process map. At minimum, how many process steps does a SIPOC typically display?
Answer: 4-7 steps
A SIPOC typically shows 4 to 7 high-level process steps to maintain a macro perspective without getting into detailed sub-steps.
What type of VOC data collection method involves observing customers using a product or service in their natural environment without interference?
Answer: Gemba walk / ethnographic observation
Ethnographic observation or Gemba walks allow researchers to see actual customer behavior in real context, revealing unarticulated needs.
A Green Belt is defining the problem and writes: 'The procurement team is too slow.' Why is this an ineffective problem statement?
Answer: It assigns blame and lacks quantifiable performance data
Effective problem statements are objective and quantifiable; assigning blame (e.g., 'team is too slow') and lacking metrics makes it ineffective.