Trivia Flashcards

The ideal state of processes is one in which products and services proceed through each stage at the rate required by customers. This indicates that there aren't any process bottlenecks or other types of waste.

Answer: Flow

In Lean Six Sigma, 'Flow' refers to the continuous, uninterrupted movement of products, services, or information through a process at the rate required by the customer. This concept is central to eliminating waste, such as waiting and bottlenecks, and achieving optimal efficiency. The ideal state described perfectly aligns with the principle of continuous flow.

The process of producing several units of a specific item in order to achieve financial efficiency.

Answer: Batching

Batching is the practice of producing several units of a specific item together in a group, often to achieve economies of scale or reduce setup times. While it can be done for financial efficiency, in Lean principles, large batches are often considered a form of waste (e.g., inventory, waiting) if they disrupt continuous flow. The definition directly describes the concept of batching.

Using the presumption that each test will provide the opportunity for crucial fine tuning, Dr. Deming devised a process that prioritizes trial and error over lengthy planning and aiming for perfection up front. Frequently used in conjunction with A3 Documentation.

Answer: PDCA (aka Plan Do Check Adjust)

The PDCA cycle (Plan-Do-Check-Act/Adjust) is a continuous improvement model developed by Dr. Deming. It emphasizes iterative learning through small-scale experiments, allowing for rapid testing, evaluation, and adjustment, rather than striving for perfection in initial planning. This approach of trial and error with crucial fine-tuning aligns perfectly with the description provided.

The phrase "________________" in relation to a Design of Experiments refers to variables that are a linear combination of one another.

Answer: Collinear

In the context of Design of Experiments (DOE) and regression analysis, 'collinear' variables are those that are highly correlated and can be expressed as a linear combination of one another. This condition, known as multicollinearity, can complicate the analysis by making it difficult to determine the independent effect of each variable on the response.

Which statement(s) about fractional factorial designs are false?

Answer: Resolution V design is desired while controlling the costs of experimentation

While a Resolution V design is highly desirable in fractional factorial experiments because it allows main effects and two-factor interactions to be estimated without being aliased with each other, achieving higher resolution typically requires more experimental runs. More runs mean increased cost of experimentation, not controlling or reducing it. Therefore, the statement that Resolution V controls costs is false in the context of minimizing experimental runs.

Which two classifications apply to Special Cause Variation?

Answer: Assignable & Pattern

Special cause variation, also known as assignable cause variation, refers to variation that arises from specific, identifiable, and non-random events or factors within a process. It often manifests as distinct patterns or points outside control limits on a control chart, indicating that the process is not stable and requires investigation to identify and address the root cause.

Which of these is included in the Control Plan that a Belt and the Project Team produce when a process improvement is finished and validated?

Answer: All of the above

A comprehensive Control Plan in Six Sigma is designed to ensure the sustainability of process improvements. It includes a description of the monitoring system (what to measure, how often), a summary of the critical metrics for performance measurement, and standard operating work descriptions for the process changes. All these elements are essential for maintaining consistent performance and preventing regression of improvements.

After an LSS project is finished, the Belt produces a ____________ in addition to a Control Plan so that everyone participating in the process will know what to do if the crucial metrics diverge from expectations.

Answer: Response Plan

In addition to a Control Plan, a Response Plan is crucial in the Control phase of a Six Sigma project. The Response Plan outlines specific actions and responsibilities to be taken when process metrics deviate from acceptable limits, as identified by the monitoring system. This ensures that problems are addressed promptly and effectively, preventing the regression of improvements and maintaining process stability.

Dr. Shewhart created control charts to track data over time. Which of these do the Control Charts employ to identify Special Cause variation?

Answer: Center Line and Control Limits

Control charts, developed by Dr. Shewhart, utilize a Center Line (representing the process average) and statistically derived Upper and Lower Control Limits. Data points falling outside these control limits, or exhibiting non-random patterns within them, signal the presence of Special Cause variation, indicating that the process is out of statistical control and requires investigation.

The Response Surface Method, Fractional Factorial, and ___________ are examples of designed experiments.

Answer: Factorial Design

Factorial designs are a fundamental type of Designed Experiment (DOE) where all possible combinations of factor levels are tested to understand their individual and interactive effects on a response. Fractional factorial designs are a subset of these, and Response Surface Methodology (RSM) often builds upon factorial designs to optimize processes. These are all established methods for systematically planning and conducting experiments.

An experiment's design is orthogonal if all potential variable pair sums are zero.

Answer: Correct

In Design of Experiments (DOE), an orthogonal design means that the effects of different factors can be estimated independently of each other without confounding. Mathematically, this property is often achieved when the sum of the products of the corresponding levels for any pair of factors is zero, ensuring that the estimates of factor effects are uncorrelated and unbiased.

Which control chart needs to have at least 20 subgroups of observed values in order to determine whether a process is under control?

Answer: R-Chart

For variable control charts like the R-chart (which monitors the range within subgroups) and X-bar chart, a general guideline is to have at least 20 to 25 subgroups of observed values. This sufficient amount of data is necessary to reliably calculate stable control limits and accurately assess whether the process variability is under statistical control.

In an effort to streamline and lower costs related to the production of Product A, a Black Belt practitioner is employed to identify a number of Critical to Price (CTP) variables. CTP considerations include the following, EXCEPT:

Answer: Loan refinancing costs

Critical to Price (CTP) variables are those factors that directly impact the cost of producing or delivering a product or service. Assembly costs, component costs, and shipping costs are all direct expenses associated with manufacturing and logistics. Loan refinancing costs, however, are related to financial management and capital structure, not the direct operational costs of producing a specific product.

A complex quantitative analysis that uses process modeling and mapping to improve business or industrial operations. This device is known as

Answer: Capability-complexity analysis

Capability-complexity analysis is a sophisticated quantitative tool used in Six Sigma to evaluate the relationship between a process's capability (its ability to meet requirements) and its inherent complexity. By employing process modeling and mapping, this analysis helps identify areas where complexity hinders performance, guiding efforts to simplify processes and improve overall business or industrial operations.

Overproduction, motion, inventory, and correction are a few examples of

Answer: Waste

Overproduction, motion, inventory, and correction (defects) are classic examples of the "7 Wastes" in Lean manufacturing. These activities consume resources without adding value from the customer's perspective, directly contributing to inefficiency and higher costs. Identifying and eliminating these forms of waste is a primary objective of Lean methodologies like Six Sigma.

What would be the secondary metric of a project if the primary goal was cost reduction?

Answer: All of the above

When the primary goal is cost reduction, secondary metrics are operational improvements that directly or indirectly lead to lower costs. Reduced scrap rate means less material waste and rework, reduced set-up time increases capacity and efficiency, and reduced cycle time improves throughput and lowers work-in-process inventory. All these factors contribute significantly to overall cost reduction in a process.