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| Section | Weight | Objectives |
|---|---|---|
| Management and Leadership | 17% | - Communication and presentation skills - Team leadership and conflict resolution - Performance metrics and balanced scorecard - Risk assessment and management - Coaching and mentoring |
| Process Optimization | 20% | - Statistical process control charts (X-bar, R, S, I-MR, p, np, c, u) - Design of Experiments (DOE) - Root cause analysis and corrective action - Measurement system analysis (MSA/Gage R&R) - Value stream mapping - Lean tools and waste elimination - Cycle time reduction - Process control and SPC - Process capability analysis (Cp, Cpk, Pp, Ppk) |
| Enterprise-wide Deployment | 6% | - Team formation and training - Organization objectives and deployment planning - Team performance evaluation - Systems and change management |
| DMAIC | 25% | - Control: control plans, SPC, feedback monitoring - Improve: DOE, response surface methodology, optimization - Define: VOC, VOB, project charter, SIPOC - Analyze: hypothesis testing, ANOVA, regression, chi-square - Measure: data collection, descriptive statistics, graphical analysis |
| Statistical Analysis | 20% | - Descriptive statistics (mean, median, mode, std dev, variance) - Non-parametric tests - Analysis of variance (ANOVA) - Hypothesis testing (t-test, F-test, chi-square test) - Probability distributions (Normal, Binomial, Poisson, Exponential) - Correlation and regression analysis - Inferential statistics and confidence intervals |
| DFSS (Design for Six Sigma) | 12% | - Design for manufacturability - IDDOV (Identify, Define, Design, Optimize, Verify) - QFD (Quality Function Deployment) - Design for reliability and FMEA |
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NEW QUESTION # 155
Who is responsible for sustaining a Six Sigma project's benefits once the project is completed?
Answer: A
Explanation:
In the Control Phase, responsibility for sustaining project gains transfers to the process owner. This is a core Six Sigma principle. The Black Belt leads the project and drives improvement through DMAIC, but once implementation is complete and controls are in place, the ongoing management of the improved process belongs to the person who owns that process in daily operations. The process owner is responsible for maintaining standard work, monitoring control measures, responding to out-of-control conditions, ensuring documentation is followed, and preventing the process from reverting to prior performance. Top management and the project champion provide sponsorship, visibility, and support, but they do not manage day-to-day sustainment. CSSBB control planning emphasizes handoff, accountability, response plans, documentation , and long-term ownership, all of which point to the process owner as the key role after project closure.
Sustained benefit realization depends on embedding the improvement into routine management practices.
Therefore, the correct answer is The process owner, because that role carries operational responsibility for preserving the gains achieved by the Six Sigma project.
NEW QUESTION # 156
When we gather information for the Voice of the Business we are primarily interested in information concerning the _____________ of the business.
Answer: B
NEW QUESTION # 157
A process shows the following number of defects. Each sample size for this process is 85. 3 8 2 7 7 6 8 8 9 5 Find the control limits.
Answer: C
NEW QUESTION # 158
The Lean toolbox includes all of these items except ________________.
Answer: C
NEW QUESTION # 159
Data are collected in xy pairs and a scatter diagram shows the points are grouped very close to a straight line that tips down on its right hand end. A reasonable value for the coefficient of correlation is:
Answer: D
NEW QUESTION # 160
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