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Questions and Answers
What is a characteristic of Value Adding (VA) activities?
Which of the following is considered Non-Value Adding (NVA)?
What type of waste does 'inventory' refer to?
Which of the following describes 'waiting' in the context of waste?
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Which type of waste is characterized by efforts caused by rework and scrap?
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Which statement about LEAN is a common misconception?
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What is a key focus of LEAN methodology?
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What is a misconception about LEAN implementation?
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How should LEAN be viewed within an organization?
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Which of the following statements about LEAN is true?
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What is a primary goal of lean thinking?
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Which of the following components is NOT associated with lean practices?
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How does lean thinking redefine the equation for profit in contrast to traditional thinking?
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What is the primary responsibility of a Green Belt in a Lean Six Sigma project?
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What type of activity is considered 'non value adding'?
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Which of the following best describes 'value enabling' activities?
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How is the complexity of processes managed by a Green Belt characterized?
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What is the expected duration of a project led by a Green Belt?
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What is one way lean processes can support customer satisfaction?
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What distinguishes the scope of projects managed by a Black Belt compared to those handled by a Green Belt?
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What does lean emphasize in terms of flow?
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Which of the following is a principle of lean management regarding supplier relationships?
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What type of savings is most likely associated with a Green Belt project?
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What is the implication of project complexity for Green Belts?
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How is a project led by a Black Belt differentiated from that led by a Green Belt?
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What does the 'classic approach' to problem-solving emphasize?
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What is the primary focus of Six Sigma principles?
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In the fundamental equation of Six Sigma, what does Y represent?
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Which of the following is a fundamental goal of Six Sigma?
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How can quality be defined in the context of Six Sigma?
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What does variation indicate in a business process?
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What aspect is essential to make Six Sigma efforts systematic?
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What is meant by 'buy-in' from the team in Six Sigma?
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Which of the following factors does NOT influence the quality of service in Six Sigma?
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Study Notes
Lean Six Sigma Training and Certification overview
- Green Belts are trained to independently manage Lean Six Sigma projects with guidance from Master Black Belts.
- They are expected to be familiar with statistical tools for Lean Six Sigma projects.
Roles and Responsibilities
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Green Belts:
- Manage projects independently with guidance from Master Black Belts
- Have familiarity with statistical tools
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Master Black Belts:
- Can lead complex projects with durations potentially exceeding 6 months
- Expected to have higher probability of achieving hard and soft savings or efficiencies
Lean Six Sigma Project Levels
- Scope: Projects can range from sub-process improvements within a team to cross-functional process improvement across multiple teams
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Complexity: Complexity increases with each project level
- Sub-Process improvement: Low-Med complexity
- End-to-end process improvement: High complexity
- Cross-functional process improvement: Very High complexity
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Duration:
- Sub-Process improvement: 3 - 6 months
- End-to-end process improvement: 6 months avg
- Cross-functional process improvement: Can be longer than 6 months
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Savings:
- Sub-Process improvement: High probability of soft savings and effort reduction
- End-to-end process improvement: Probability of hard and soft savings
- Cross-functional process improvement: High probability of hard savings and efficiencies
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Leadership:
- Sub-Process improvement: Can be led by a potentiated employee
- End-to-end process improvement: Must be led by a team leader or manager
- Cross-functional process improvement: Must be led by a Black Belt or Master Black Belt
Traditional vs. Lean Thinking
- Traditional: Cost + Profit = Selling Price
- Lean: Profit = Selling Price - Cost. This emphasizes minimizing costs to maximize profits.
Value vs. Waste
- Value Adding: Activities that transform inputs, meet customer needs, and create value.
- Value Enabling (Necessary Waste): Activities required by regulations or for compliance. These activities do not directly add value but are necessary.
- Non-Value Adding (Waste): Activities that do not add value to the product or service. These activities should be minimized or eliminated.
8 Types of Waste
- Defects: Efforts to rework, scrap, or correct errors.
- Overproduction: Producing more than needed or before needed.
- Waiting: Wasted time during the process before the next step can be taken.
- Non-Utilized Talent: Failing to use employees' skills, knowledge, and talents.
- Transportation: Unnecessary movement of products or materials.
- Inventory: Producing excess products or materials.
- Motion: Unnecessary movement by people performing tasks.
- Extra-Processing: Producing higher quality or doing more work than the customer demands.
Common Misconceptions About Lean
- Lean is only for manufacturing companies.
- Lean is costly and time-consuming.
- Lean has a high focus on process efficiency.
- Lean will eliminate jobs.
- Lean is a one-time event.
- Lean is the same as Kanban or Kaizen.
- Lean relies on Toyota's tested process tools.
- Lean is effective only in companies with a continuous improvement culture.
Six Sigma Principles
- Customer Focus: Customer needs should be the primary focus.
- Understanding Work Processes: How work flows should be understood.
- Streamlined Processes: Processes should flow smoothly and be optimized.
- Waste Reduction: Waste should be eliminated and value should be maximized.
- Defect Elimination: Variation should be minimized to prevent defects.
- Collaboration and Buy-in: Teamwork is essential.
- Scientific Approach: Approaches should be systematic and based on data.
Fundamental Equation of Six Sigma: Y = f(x1, x2, x3, ... xn)
- Y = Dependent Output (what you want to improve)
- f = Function/Process
- X = Independent Inputs (factors impacting the output)
- The equation emphasizes that to improve outputs (Y), one needs to understand the process (F) and identify how inputs (X) influence the output.
Accuracy vs. Precision
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Accuracy: Closeness to the desired target value.
- Example: Shooting at a target with most shots clustered near the center.
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Precision: Consistency of repeated measurements.
- Example: Shooting at a target with all shots clustered together, but not necessarily near the center.
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Description
This quiz provides insights into the roles and responsibilities of Lean Six Sigma Green Belts and Master Black Belts. It covers project levels, complexity, and the statistical tools necessary for managing projects effectively. Test your knowledge and improve your understanding of Lean Six Sigma methodologies.