The Improve Phase Flashcards
7 cards from real Lean Six Sigma Yellow 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 The Improve Phase flashcards as text
A team applies the 5 Whys technique and identifies the root cause as a lack of preventive maintenance. Which type of Improve-phase solution directly addresses this root cause?
Answer: Implementing a scheduled preventive maintenance program
Addressing the root cause directly—lack of preventive maintenance—requires creating and executing a maintenance schedule.
What is the key difference between a 'quick win' and a 'full solution' in the Improve phase?
Answer: Quick wins are low-effort, immediate improvements while full solutions require more planning and resources
Quick wins deliver immediate benefits with minimal effort, while full solutions may require capital, cross-functional coordination, or longer timelines.
A company uses a RACI chart when rolling out a process improvement. What does the 'A' stand for and what is its significance?
Answer: Accountable — the single person ultimately answerable for the outcome
Accountable (A) identifies the one person who owns the result and ensures there is no ambiguity about final responsibility.
When is it appropriate to use a 'should-be' process map during the Improve phase?
Answer: To design the improved future process flow after waste is identified
A 'should-be' (or 'to-be') process map outlines the redesigned, waste-free process that the team is working to implement.
A team implements a solution that reduces process variation. Which outcome would best confirm the improvement was successful?
Answer: The process sigma level increases and the control chart shows reduced spread
A higher sigma level and tighter control chart data provide objective, statistical confirmation that variation has genuinely decreased.
Which of the following scenarios demonstrates 'overprocessing' waste that the Improve phase should eliminate?
Answer: Applying three coats of paint when one coat meets customer specifications
Overprocessing means doing more work than the customer requires, such as applying extra paint that adds no customer value.
A Yellow Belt notices that an implemented solution is working in one shift but not another. What is the most likely cause?
Answer: Inconsistent application of the new standard procedure across shifts
Shift-to-shift inconsistency typically indicates that the new SOP is not being followed uniformly, a training or standardization issue.