The Measure 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 Measure Phase flashcards as text
In the context of the Measure phase, 'operational definitions' are important because they:
Answer: Ensure everyone measures the same thing consistently
Operational definitions provide precise, agreed-upon descriptions of what is being measured so all collectors gather data the same way.
Which chart is most appropriate for monitoring the proportion of defective items when subgroup sizes vary?
Answer: p-chart
The p-chart tracks the proportion (fraction) of defective items and accommodates variable subgroup sizes, unlike the np-chart which requires constant subgroup size.
A process has a mean of 50 and standard deviation of 2. The specification limits are 44 to 56. What is the Cp value?
Answer: 1.00
Cp = (USL - LSL) / (6σ) = (56 - 44) / (6 × 2) = 12 / 12 = 1.00.
What is the main limitation of using a histogram alone to assess process capability?
Answer: It does not reveal the time sequence of data, masking instability
A histogram collapses all time information, so it cannot reveal shifts, trends, or special causes that a time-ordered control chart would detect.
Which of the following best describes 'measurement system bias'?
Answer: A consistent, systematic offset between measured and true values
Bias (accuracy error) is the difference between the average measured value and the true (reference) value, indicating a systematic shift.
In process capability analysis, what does a Cpk value of less than 1.0 indicate?
Answer: The process is producing defects beyond one or both specification limits
A Cpk below 1.0 means the process spread extends beyond at least one specification limit, resulting in defective output.
When conducting a Pareto analysis on defect data, the '80/20 rule' suggests that:
Answer: 80% of defects come from approximately 20% of the causes
The Pareto principle states that roughly 80% of problems stem from about 20% of causes, guiding teams to focus on the vital few issues.