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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Organization-Wide Planning and Deployment | 15% | - Resource allocation - Organizational goals and objectives - Six Sigma deployment models - Leadership and roles |
| Topic 2: Improve | 10% | - Implementation planning - Design of experiments - Solution generation - Risk analysis |
| Topic 3: Measure | 15% | - Data collection - Process analysis - Process capability - Measurement systems analysis - Probability and statistics |
| Topic 4: Control | 10% | - Process monitoring - Control plans - Sustainment and knowledge transfer - Statistical process control |
| Topic 5: Analyze | 15% | - Data analysis - Multivariate tools - Hypothesis testing - Correlation and regression |
| Topic 6: Design for Six Sigma (DFSS) Frameworks and Methodologies | 5% | - Concept generation - DFSS methodologies - Robust design |
| Topic 7: Team Management | 10% | - Team facilitation - Team dynamics - Team formation - Tools and techniques |
| Topic 8: Organizational Process Management and Measures | 10% | - Benchmarking - Process elements and boundaries - Performance measures - Business results |
| Topic 9: Define | 10% | - Project scope and charter - Stakeholder analysis - Project identification - Voice of the customer |
>> Latest CSSBB Test Format <<
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NEW QUESTION # 196
The Toronto plant produces appliances in the following distribution:
Type A 23%
Type B 42%
Type C 35%
A random sample of 300 appliances from the Texas plant has the following distribution:
Type A 73
Type B 111
Type C 116
Is the distribution of appliances at the Texas plant the same as that at the Toronto plant?
Answer: B
NEW QUESTION # 197
This QFD matrix was used in the design process for a ball point pen. What symbol is appropriate for the square labeled 6?
Answer: B
NEW QUESTION # 198
In a Weibull distribution, which of the following describes the shape parameter?
Answer: D
Explanation:
The correct answer is A. The skewness and kurtosis of the distribution . In the CSSBB material, the Weibull shape parameter is identified as # , and the text states that the shape parameter is what gives the Weibull distribution its flexibility . By changing #, the distribution can model a wide variety of data patterns.
For example, when # = 1 , the Weibull becomes the exponential distribution; when # = 2 , it becomes the Rayleigh distribution; and when # is between about 3 and 4 , it approximates the normal distribution.
This means the shape parameter controls the form of the distribution, including how skewed it is and how the curve behaves. By contrast, the scale parameter determines the range or spread on the x-axis, and the location parameter defines a failure-free zone or shift along the x-axis. Therefore, among the listed choices, the best description of the shape parameter is the one tied to the distribution's shape characteristics, namely skewness and kurtosis , rather than scale, intercept, or mean.
NEW QUESTION # 199
A Belt working in a supply chain environment has to make a decision to change suppliers of critical raw materials for a new product upgrade. The purchasing manager is depending on the Belt's effort requiring that the average cost of an internal critical raw material component be less than or equal to $3,800 in order to stay within budget. Using a sample of 38 first article components, a Mean of the new product upgrade price of
$3,680, and a Standard Deviation of $120 was estimated. In order to increase the Long Term Z value to 5, what is the maximum long term variation in pricing the Belt can accept for his upgraded critical raw material component?
Answer: B
NEW QUESTION # 200
In a Lean environment, a value-added task is best described as one that
Answer: A
Explanation:
The correct answer is B. contributes a form or a feature to a product or service . In Lean Six Sigma, value- added work is defined by whether it transforms the product or service in a way the customer recognizes as valuable and would be willing to pay for. The CSSBB supplemental material explains that value-added activities are the portion of the cycle time that actually adds something of value to the output, while non-value- added time is waste. It further notes that a value-added task is one that contributes a form, feature, or function to a product or service.
This definition is customer-centered, not management-centered. A task does not become value-added merely because it supports compliance or because a skilled employee performs it. Those activities may be necessary, but they do not necessarily add value in the Lean sense. The key question is whether the task changes the product or service in a way that matters to the customer. Therefore, the verified CSSBB answer is B .
NEW QUESTION # 201
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