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Indicate whether the statement is true or false.
1. Data sheets are special types of data collection forms in which the results may be interpreted on the form directly
without additional processing.
a.
True
b.
False
2. Compared to lean tools, Six Sigma tools are more intuitive and easier to apply by anybody in the workplace.
a.
True
b.
False
3. American Express pioneered the concept of Six Sigma as an approach to measuring product and service quality.
a.
True
b.
False
4. An ultimate stretch goal of all organizations that adopt a Six Sigma philosophy is to have all critical processes,
regardless of functional area, at a six-sigma level of capability.
a.
True
b.
False
5. Six Sigma “champions” are fully trained Six Sigma experts with extensive technical training who perform much of the
technical analysis required in Six Sigma projects, usually on a full-time basis.
a.
True
b.
False
6. Both Six Sigma and lean approaches are driven by customer requirements, focus on real dollar savings, have the ability
to make significant financial impacts on the organization, and can easily be used in non-manufacturing environments.
a.
True
b.
False
7. According to Kepner and Tregoe, a problem is a deviation between what should be happening and what actually is
happening that is important enough to make someone think the deviation ought to be corrected.
a.
True
b.
False
8. Six Sigma methods are most applicable to conformance problems because the processes that create
the problems can be easily identified, measured, analyzed, and changed.
a.
True
b.
False
9. Compared to Six Sigma, TQM is generally limited to simple improvement tools and concepts.
a.
True
b.
False
10. The Define phase of the DMAIC process focuses on describing the problem in operational terms that facilitate further
analysis.
a.
True
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b.
False
11. Six Sigma is focused on improvement with little financial accountability whereas TQM requires a verifiable return on
investment and focus on the bottom line.
a.
True
b.
False
12. Lean production approaches focus on the elimination of waste in all forms, including defects requiring rework.
a.
True
b.
False
13. Projects are the vehicles that are used to organize and to implement Six Sigma.
a.
True
b.
False
14. The vertical axis on a run chart is the time scale.
a.
True
b.
False
15. The “Plan” stage in the PDSA cycle consists of studying the current situation and describing the process (its inputs,
outputs, customers, and suppliers); understanding customer expectations; gathering data; identifying problems; testing
theories of causes; and developing solutions and action plans.
a.
True
b.
False
16. The term six sigma is based on a statistical measure that equates to 4.3 or fewer errors or defects per million
opportunities.
a.
True
b.
False
17. In the context of a Six Sigma team, Green Belts are full-time Six Sigma experts who are responsible for Six Sigma
strategy, training, mentoring, deployment, and results.
a.
True
b.
False
18. A structured problem-solving approach to process improvement ensures that solutions are developed objectively,
rather than based on opinions or rash judgments.
a.
True
b.
False
19. DMAIC, a process improvement methodology, bears a close resemblance to the creative problem-solving process.
a.
True
b.
False
20. Each step of a Pareto diagram stratifies the data to more detailed levels, eventually isolating the most significant issues
in process improvement.
a.
True
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b.
False
21. The cause-and-effect diagrams are constructed in a brainstorming type of atmosphere.
a.
True
b.
False
22. The bottom-up way to generate Six Sigma projects is generally tied to business strategy and is aligned with customer
needs.
a.
True
b.
False
23. Many organizations use the Deming cycle as the basis for their organizational performance improvement activities.
a.
True
b.
False
24. The “Do” stage in the PDSA cycle involves identifying problems.
a.
True
b.
False
25. The fundamental premise of the PDSA cycle is that improvement comes from the application of knowledge.
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
26. Toyota created a unique tool, called the _____, to succinctly consolidate and visualize information for identifying and
solving quality problems.
a.
A3 Report
b.
run chart
c.
histogram
d.
Pareto diagram
27. Which of the following stages of the FADE approach focuses on creating a solution and implementation plan along
with documentation to explain and justify recommendations to management who must allocate the resources?
a.
Focus
b.
Analyze
c.
Execute
d.
Develop
28. In the context of the DMAIC process, _____ provide a broad overview of the key elements in the process and help to
explain who is the process owner, how inputs are acquired, who the process serves, and how it adds value.
a.
Pareto diagrams
b.
cause-and-effect diagrams
c.
SIPOC maps
d.
histograms
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29. Successful Green Belts are often promoted to
a.
champions.
b.
team members.
c.
Black Belts.
d.
Master Black Belts.
30. In which of the following stages of the PDSA cycle is the plan implemented on a trial basis, such as in a laboratory, in
a pilot production process, or with a small group of customers, to evaluate a proposed solution and provide objective data?
a.
Do
b.
Study
c.
Plan
d.
Act
31. Which of the following stages of the PDSA cycle determines whether the trial plan is working correctly by evaluating
the results, recording the learning, and determining whether any further issues or opportunities need to be addressed?
a.
Study
b.
Do
c.
Plan
d.
Act
32. Which of the following steps of Froedtert Hospital’s clinical laboratory process did Six Sigma analysis identify as one
of the processes most prone to error?
a.
Matching the order to the patient
b.
Analyzing the specimens in the lab
c.
Entering the results into the patient’s chart
d.
Labeling the specimens in the lab
33. With respect to the 5S’s, which of the following Japanese terms refer to arranging materials and equipment so that
they are easy to find and use?
a.
Seiri
b.
Seiton
c.
Seiso
d.
Shitsuke
34. In a bottom-up approach to Six Sigma projects, _____ choose the projects that are well-suited to the capabilities of
teams.
a.
champions
b.
team members
c.
Green Belts
d.
Black Belts
35. Which of the following stages of the PDSA cycle consists of studying the current situation, understanding customer
expectations, gathering data, and testing theories of causes?
a.
Act
b.
Plan
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c.
Do
d.
Study
36. Which of the following categories of quality problem solving is characterized by unsatisfactory performance
by processes that are not well-specified or understood?
a.
Unstructured performance problems
b.
Efficiency problems
c.
Conformance problems
d.
Product design problems
37. With respect to Pareto analysis, a Pareto _____ is one in which the characteristics observed are ordered from largest
frequency to smallest.
a.
quincunx
b.
histogram
c.
charter
d.
distribution
38. _____ are special types of data collection forms in which the results may be interpreted on the form directly without
additional processing.
a.
Check sheets
b.
Run charts
c.
Data sheets
d.
Control charts
39. In which of the following stages of the FADE approach does the team work to describe the process in detail,
determine what data and information are needed, and develop a list of root causes for the problem?
a.
Analyze
b.
Focus
c.
Develop
d.
Execute
40. A _____ defines the project, its objectives, and deliverables, and represents a contract between the project team and
the sponsor.
a.
project charter
b.
project diagram
c.
SIPOC diagram
d.
CTQ tree
41. An effective problem-solving process that can easily be adapted to quality improvement stems from _____ concepts
pioneered by Alex Osborn.
a.
creative problem-solving
b.
cause-and-effect
c.
hypothesis testing
d.
analysis of variance
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42. One useful quality control tool to help identify the most important issue among a mess of symptoms is
a.
the quincunx.
b.
Pareto analysis.
c.
the run chart.
d.
the histogram.
43. The term _____ is based on a statistical measure that equates to 3.4 or fewer errors or defects per million
opportunities.
a.
Pareto analysis
b.
six sigma
c.
quincunx
d.
quality trilogy
44. With respect to the 5S’s, which of the following Japanese terms refer to formalizing procedures and practices to create
consistency and ensure that all steps are performed correctly?
a.
Seiketsu
b.
Seiri
c.
Shitsuke
d.
Seiton
45. In which of the following stages of the PDSA cycle do the improvements become standardized and the final plan is
implemented as a “current best practice” and communicated throughout the organization?
a.
Study
b.
Do
c.
Plan
d.
Act
46. In the context of Six Sigma teams, which of the following are functional employees who are trained in introductory
Six Sigma tools and methodology and work on projects on a part-time basis?
a.
Champions
b.
Master Black Belts
c.
Green Belts
d.
Black Belts
47. In which of the following stages of the FADE approach does a team select the problem to be addressed and define it,
characterizing the current state of the process, why change is needed, what the desired result should be, and the benefits of
achieving the result?
a.
Analyze
b.
Develop
c.
Focus
d.
Execute
48. Which of the following activities in the order fulfillment process was identified as the largest contributor to order
processing delays, when the average times of these activities were analyzed with the Pareto diagram?
a.
Checking order
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b.
Picking parts
c.
Receiving order
d.
Packing parts
49. Return on investment (ROI) is a common financial metric used to evaluate Six Sigma projects. Formally, ROI (as a
percentage) is calculated as
a.
ROI = [(Revenue gains – Quality costs)/Revenue gains] × 100.
b.
ROI = [(Financial value − Project costs)/Project costs] × 100.
c.
ROI = [(Financial value − Project costs)/Financial value]/100.
d.
ROI = [(Financial value + Project costs) × 100]/Project costs.
50. Which of the following categories of quality problem solving is characterized by unsatisfactory performance that
causes customer dissatisfaction, such as high levels of defects, service failures, or customer complaints?
a.
Unstructured performance problems
b.
Conformance problems
c.
Product design problems
d.
Efficiency problems
51. In which of the following stages of the FADE approach is the solution implemented and a monitoring plan
established?
a.
Analyze
b.
Develop
c.
Focus
d.
Execute
52. What is the Six Sigma quality level when the process standard deviation is 1σ and the tolerance range is 10σ?
a.
5
b.
3
c.
9
d.
11
53. With respect to the 5S’s, which of the following Japanese terms refer to ensuring that each item in a workplace is in its
proper place or identified as unnecessary and removed?
a.
Seiton
b.
Seiketsu
c.
Seiri
d.
Seiso
54. In the context of Six Sigma teams, which of the following are fully trained Six Sigma experts with extensive technical
training who perform much of the technical analysis required in Six Sigma projects, usually on a full-time basis?
a.
Black Belts
b.
Champions
c.
Green Belts
d.
Team members
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55. To provide a more detailed analysis of the picking operation, the 50 individual times recorded for picking orders were
plotted on
a.
a histogram.
b.
check sheets.
c.
a cause-and-effect diagram.
d.
run charts.
56. In the context of Six Sigma teams, which of the following are full-time Six Sigma experts who are responsible for Six
Sigma strategy, training, mentoring, deployment, and results but are typically not members of Six Sigma project teams?
a.
Champions
b.
Green Belts
c.
Master Black Belts
d.
Black Belts
57. Which of the following is the most widely known process improvement methodology used in Six Sigma?
a.
Quincunx
b.
FADE
c.
DMAIC
d.
TRIZ
58. Which of the following categories of quality problem solving is characterized by unsatisfactory performance that
causes dissatisfaction from the standpoint of noncustomer stakeholders, such as managers of financial or supply chain
functions?
a.
Product design problems
b.
Efficiency problems
c.
Unstructured performance problems
d.
Conformance problems
59. Data such as production volume, cost, and customer satisfaction indexes are often plotted on a _____, which displays
the data over time.
a.
check sheet
b.
run chart
c.
control sheet
d.
SIPOC diagram
60. ______ are the graphical components of regression analysis.
a.
Histograms
b.
Run charts
c.
Pareto diagrams
d.
Scatter diagrams
61. In the context of a Six Sigma team, which of the following is typically a senior-level manager who owns the Six
Sigma project and is responsible for its completion and results?
a.
A Black Belt
b.
A champion
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c.
A Green Belt
d.
A team member
62. Which of the following is a major drawback of the bottom-up approach to Six Sigma projects?
a.
The projects are too broad in scope to be completed in a timely manner.
b.
The projects are not well suited to the capabilities of the teams as they are chosen by top management who
may not be aware of the capabilities of the teams.
c.
The projects receive little support and low recognition from top management.
d.
The top managers underestimate the cost and overestimate the capabilities of the team or teams to which the
project is assigned.
63. The _____ is a simple adaptation of the scientific method for process improvement.
a.
Deming cycle
b.
Taguchi loss function
c.
quality trilogy
d.
quincunx experiment
64. What step was set up by the automotive parts distribution center and taken by the team to reduce order processing time
and determine where the longest delays occurred in the order processing activities?
65. To provide a more detailed analysis of the picking operation, the team plotted the 50 individual times recorded for
picking orders on the histogram. What was suggested by a part picker during a brainstorming session about the three
humps of this histogram?
66. What reason was found for the delay of the picking process by the brainstorming sessions of the team set up by the
distribution center to reduce order processing time?
67. List the steps that were characterized by the highest degree of variability and the greatest chance for error in the
analysis of medication delivery by IV infusions.
68. What three major efforts are currently being addressed by the consortium of four Milwaukee-based health care
organizations in their effort to improve patient safety?
69. What steps were included in examining Froedtert Hospital’s clinical laboratory process?
70. List the nine steps present in the process map developed by the team members of Froedtert Hospital for the continuous
IV medication infusion procedure.
71. Which of the Six Sigma tools used in DMAIC are known as the Seven QC Tools? Why are they significant?
72. List the concepts on which the core philosophy of Six Sigma is based.
73. List some of the contrasting features between total quality management (TQM) and Six Sigma.
74. What factors should be considered when selecting a Six Sigma project?
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75. List the steps followed in the creative problem-solving strategy pioneered by Alex Osborn.
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1. False
2. False
3. False
4. True
5. False
6. True
7. True
8. True
9. True
10. True
11. False
12. True
13. True
14. False
15. True
16. False
17. False
18. True
19. True
20. True
21. True
22. False
23. True
24. False
25. True
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52. a
53. c
54. a
55. a
56. c
57. c
58. b
59. b
60. d
61. b
62. c
63. a
64. To determine where the longest time delays were occurring, the team randomly chose 50 orders from those received
during a one-week period. As members tracked these selected orders through the distribution center, they noted the time
each entered and left the various activity areas appearing on the order processing flowchart.
65. During a brainstorming session, a part picker suggested the three humps of the histogram reflected the number of trips
made to the parts storage area of the distribution center to complete an order. He explained that many orders were filled
with just one trip, but two were sometimes required and, on occasion, even three. Thus, the left hump could consist of
times an order was completed with only one trip, the middle could represent those requiring two, whereas the third could
be those in which three trips were needed.
66. After a number of brainstorming sessions, the team set up by the distribution center to reduce order processing time
eventually decided that the push carts used by the part pickers to carry the parts were too small. When part pickers were
gathering parts to fill a large order, the cart became full long before all the needed parts were gathered. The picker had to
travel to the inspection area to empty the cart and make a return trip to the warehouse to retrieve the remainder of the
order.
67. The steps with the highest degree of variability and the greatest chance for error in the analysis of medication delivery
by IV infusions were as follows:
1. MD ordering practices (i.e., lack of standardization in medication description, dosage, concentration, etc.)
2. IV drip preparation (lack of standardization by pharmacy and nursing of IV bag concentrations)
3. RN labeling and documentation of IV concentrations
68. The consortium is currently addressing three major efforts: (1) improved identification and reporting of health care
errors, (2) deployment of the Six Sigma methodology to reduce errors, and (3) testing and implementation of technical
solutions to improve patient safety.
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