Module Exam
The most effective ways to assess control plan effectiveness are:
-Dashboard or scorecard metric performance -Audits of the control system
Which three questions determine if a process step adds value?
-Does the customer care about the step? -Does the step physically change the product/service? -Can we do the step right every time?
Reliable data is needed to:
-Establish a baseline against which improvements will be measured -Measure progress
Control plan effectiveness is measured against a set of questions that can be characterized as:
-Standard operating procedures -Measurement procedures -Audit procedures
Types of actions in a control plan include:
-compensating action -preventive action -corrective action
Primary research can be collected via:
-interviews -surveys -observations
An example of qualitative data is:
-pass/fail test results -names of members of maintenance crew -days of the week
What are the components of a Risk Priority Number?
-severity -occurrence -detectability
The 5 Whys process ______:
-starts at the end result -is a repetitive process -peels away layers of symptoms
Order the steps to construct a Fishbone diagram.
1. Create a template 2. Create a problem statement 3. Identify cause categories 4. Identify & place causes 5. Analyze the diagram
Put the five steps of a value stream map in the proper order.
1. Identify the value stream to map 2. Create a current state map 3. Identify areas of improvement & suggest changes 4. Create a future state map 5. Implement changes
All of the questions below are key to ask when starting a Measurement Systems Analysis (MSA) except:
All are key: -Have you picked the right measurement system? -What are your sources of variation? -Who owns the measurement system? -Is the measurement system stable over time?
Which of the following tools is part of root cause analysis?
All of the above: -5 whys -fishbone diagram -pareto chart -FMEA -tree diagram
The purpose of a Tree Diagram is to:
All of the above: -Help teams develop thoughts -Review logical links & completeness at different levels of detail -Break down complex processes into more manageable sub-groups -Move from theoretical to practical processes
A baseline is:
All of the above: -The standard for comparisons -A reference for measuring progress in improving the process -A tool to differentiate between current state & the future state
The problem statement in a Management by Fact (MBF) answers which of the following questions:
All of the above: -What is the issue? -What is the magnitude of the issue? -What is the best performance gap as compared to a benchmark or theoretical best? -What is the impact of the gap on the business? -What is the goal for improvement?
Benchmarking is not a one-time event. How do you determine when to recalibrate a process?
All of the above: -When a new level of performance has been reached -When a new best practice has been identified -As strategic plans change or new success factors emerge
Which one of the items listed below is not a phase of Management by Fact (MBF)?
All of the above: -problem statement -data graphs -problem drivers -root causes -countermeasures
When creating a control plan, you should consider which of the following items?
All of the above: -process maps -key process outputs, targets, & specifications -key process inputs, working tolerances, & control limits -important noise variables & uncontrollable inputs -capability analysis of the process
A data collection plan defines:
All of the above: -what & how data will be collected -the time interval of the study -all the procedures to be followed during the study
Which item listed is not part of a team charter?
Analysis tools
Pareto charts are part of the _______ phase in the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Analyze
Root cause analysis is part of the ________ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Analyze
The Fishbone diagram is part of the ________ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Analyze
Which of the following is not a meeting role?
Auditor
Pareto charts are always:
Bar charts
Fishbone diagrams are best used at the ______ of a problem solving process.
Beginning & end
The horizontal axis of a Pareto chart reflects:
Categories
Another name for a Fishbone diagram is:
Cause & effect diagram
Data for a Pareto chart usually starts out in a:
Check sheet
________________ survey questions allow for quantitative analysis.
Closed-ended
Which one of these is not part of the five stages of team development?
Conforming
___________data yields the most reliable information.
Continuous
Where do the process steps come from on a Failure Mode and Effects Analysis (FMEA) form?
Control plan
A team charter is created in the ________ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Define
Customer Needs Mapping, surveys, and Quality Function Deployment (QFD) are tools used in the _____ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Define
Management by Fact (MBF) is part of the __________ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Define
Tree Diagrams are used in the __________ phases of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Define & analyze
A judgmental sample strategy is based on ___________ knowledge.
Experiential
A Failure Mode and Effects Analysis (FMEA) should be undertaken only after a process is in place and stable and all failure modes have already been experienced.
False
A baseline analysis establishes a control method for a problem.
False
A corrective action in a control plan identifies and permanently corrects the cause of variation in a process.
False
Ad hoc teams typically do not have a specific time frame to complete their mission.
False
Benchmarking is conducted in order to achieve incremental improvements.
False
In order to do effective benchmarking, you must visit each company to look at each process in person.
False
Management by Fact (MBF) is a one-time event that is completed as the start of a productivity improvement project.
False
Pareto charts most often rank causes related to a problem in order from least frequent to most frequent.
False
The 5 Whys tool is useful for both simple and complex problems.
False
The team leader is responsible for initiating the charter process.
False
The word "value" in value stream mapping is defined as the activities required to provide a customer with a quality product or service.
False
Tree Diagrams have a limit on the level of detail that can be analyzed.
False
When creating a value stream map, it is best to write down all the process steps from memory before reviewing with a team.
False
When establishing a baseline, it is good to look at data at least several years old.
False
When establishing countermeasures, you do not identify the forecasted impact for each countermeasure as part of the Management by Fact (MBF).
False
Pareto charts allow teams to focus on the "vital many" versus the "useful few" problems.
False (wording)
Mission Statement, Objective, Performance Metrics, Boundaries
Figure it out big dawg EZ Money
Value stream maps help identify all of the following except:
Financial forecasts
Which one of the items below does not represent good team dynamics?
Low risk taking
Baselines are established during the _______ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Measure
Measurement System Analysis (MSA) is part of the _______ phase of the Define, Measure, Analyze, Improve, and Control (DMAIC) cycle.
Measure
All of the following are steps to create a Fishbone diagram except:
Measure all causes
Which one of these is not a decision-making tool?
Motivate, Operate, Review, Evaluate (MORE)
Multivoting is another name for
Nominal Group Technique (NGT)
Failure Mode and Effects Analysis (FMEA) focuses on the______of potential problems.
Prevention
Root cause analysis is:
Qualitative
House of quality is another name for:
Quality Function Deployment (QFD)
Put the following customer input tools in order of quickest/easiest to longer cycle time/more complex to use:
Quality function deployment (QFD) -> Customer needs mapping -> Surveys
When collecting data for a Measurement Systems Analysis (MSA), it is important that the data is collected independently and in _______ order.
Random
A statistical sample is ___________ selected from the population to make inferences about the entire population.
Randomly
The rating scale used in a Failure Mode and Effects Analysis (FMEA) assigns a high number to correspond to higher levels of:
Risk
After the forming and storming stages, an effective team understands all of these except:
Root cause
Which acronym best describes what is included in an effective team meeting?
SPACER - Safety, Purpose, Agenda, Code of Conduct, Expectations, Roles and responsibilities
Creating consistent repeatable processes is the goal for which Lean tool?
Standard Work
Creating a visual workplace where everything has a place and is in its place refers to which element of 6s?
Store
If you were trying to identify world-class customer service processes, you would deploy:
Strategic Benchmarking
Which acronym helps you remember the wastes easily?
TIMWOOD
Measurement bias is:
The difference between the observed average reading and the reference value
A control plan should include both a response plan that defines the actions required to control the process and actions that define the responsibility of the people closest to the process.
True
A failure mode can have multiple causes.
True
A standing team charter focuses on broad, ongoing business issues.
True
A value stream map will help identify input variables (X's) that could be influencing the outputs (Y's) of a process.
True
All projects and initiatives need to be chartered, whether it's a short cycle quick hit or a complex, multi-layered improvement.
True
An example of a control poka yoke is building a spreadsheet that will not calculate totals until all data has been entered.
True
Another way to characterize internal benchmarking is best demonstrated practice (BDP) transfer.
True
Benchmarks can be used to set goals for improvement.
True
Fishbone diagrams organize and visualize possible relationships between factors that affect a problem.
True
No improvement work should be initiated until a baseline is established.
True
Quality Function Deployment (QFD) is a system for translating customer requirements into the appropriate internal requirements.
True
Secondary research refers to information available in the public domain/on the internet.
True
The Pareto chart is based upon the Pareto principle or 80:20 rule. The rule states that 80% of the results come from 20% of the process issues.
True
When calculating a Risk Priority Number, a high rating on the detectability rating scale means the current process controls are not likely to detect the potential cause or failure mode.
True
When you move to lower levels (finer details) of a Tree Diagram, the question being asked is "How?" a process operates.
True
In a Management by Fact (MBF), anti-y's are also known as secondary metrics that can be adversely affected by the primary metric. These are tracked in the data graphs section of an MBF.
True/False
Which measurement process aspect is not assessed by Measurement System Analysis (MSA)?
Viability
Customer Needs Mapping is also known as
Voice of the Customer (VOC)
A ____________ poka yoke, such as an alarm or flashing light, discovers a defect but does not reduce or prevent the defect from occurring.
Warning
The ________________ element of standard work refers to the effective sequencing of work tasks and the work content assigned to each task.
Work Sequence
To establish a baseline, you can:
all of the above: -Obtain data from the current performance level of the process -Review best demonstrated practices (BDPs) at other divisions -Benchmark other companies and industries with similar processes
Pareto charts are used to ___________:
all of the above: -Prioritize problems -Break problems into smaller pieces -Reveal where to focus efforts -Build consensus -Measure progress in a visible format
A Tree Diagram is useful for:
simple & complex processes
