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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Organization-Wide Planning and Deployment | 15% | - Six Sigma deployment models - Resource allocation - Organizational goals and objectives - Leadership and roles |
| Topic 2: Define | 10% | - Project scope and charter - Stakeholder analysis - Project identification - Voice of the customer |
| Topic 3: Team Management | 10% | - Tools and techniques - Team formation - Team dynamics - Team facilitation |
| Topic 4: Measure | 15% | - Data collection - Probability and statistics - Measurement systems analysis - Process capability - Process analysis |
| Topic 5: Analyze | 15% | - Data analysis - Multivariate tools - Correlation and regression - Hypothesis testing |
| Topic 6: Control | 10% | - Control plans - Sustainment and knowledge transfer - Statistical process control - Process monitoring |
| Topic 7: Organizational Process Management and Measures | 10% | - Business results - Benchmarking - Performance measures - Process elements and boundaries |
| Topic 8: Improve | 10% | - Risk analysis - Implementation planning - Design of experiments - Solution generation |
| Topic 9: Design for Six Sigma (DFSS) Frameworks and Methodologies | 5% | - DFSS methodologies - Concept generation - Robust design |
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NEW QUESTION # 282
A company can classify certain defects as "worker-controllable" only if the workers are allowed to
Answer: A
Explanation:
The correct answer is D. regulate their own processes . In Six Sigma and lean thinking, a defect can only be considered worker-controllable when the worker has direct influence over the conditions that create or prevent that defect. If operators are not allowed to adjust, regulate, or control the process they are running, then they do not truly own the source of variation and cannot reasonably be held accountable for the resulting defects. CSSBB material on standard work emphasizes that workers, machines, and materials must be combined in a controlled work environment, and it includes concepts such as worker ideas valued , defective prevention , and autonomous systems installed as part of effective standard work.
This aligns with the broader Six Sigma principle that defects should be assigned only where control exists.
Job rotation, cross-functional participation, and customer complaint review may improve awareness and engagement, but they do not give the worker direct process control. To classify a defect as worker- controllable, the worker must be able to monitor and act on the process conditions that drive output.
Therefore, the best answer is D .
NEW QUESTION # 283
A team wants a technique for determining and displaying priorities based on frequency of various defect types. They should use:
Answer: B
NEW QUESTION # 284
What is the Ppk of a process with a spread of 24 units, an average of 68, an upper limit of 82 and a lower limit of 54?
Answer: D
NEW QUESTION # 285
Sally and Sara sell flower pots at their garage sale. Sally motivates Sara mentioning that they will sell a minimum of 15 pots per day if the outside temperature exceeds 60o F. From a sample, whose population is assumed to follow a Normal Distribution, taken for 30 days at 60 degrees or more an average of 13.6 pots per day were sold with a Standard Deviation of 0.7 pots.
The statistical Degrees of Freedom for this example are?
Answer: C
NEW QUESTION # 286
What team success factor includes the team being given the authority to gather data, ask difficult questions, and think differently?
Answer: D
Explanation:
Management support is the success factor that gives a team the authority to gather data, challenge assumptions, ask difficult questions, and think differently. In Six Sigma deployment, teams often need access to information, cooperation across functions, and permission to investigate practices that may be sensitive or politically difficult. Without visible management support, team members may hesitate to question current methods, request data, or explore nontraditional ideas. Leadership backing gives legitimacy to the team's work and signals that inquiry, transparency, and improvement are expected rather than resisted. Team building training may improve interaction, purpose and goals provide direction, and ground rules help structure team behavior, but none of these by themselves gives the team organizational authority. Black Belts rely on management support to remove barriers, authorize access, and create an environment where team members can pursue facts objectively. Therefore, the correct answer is D, Management support, because it is the factor that empowers the team to challenge the status quo and carry out meaningful improvement work.
NEW QUESTION # 287
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