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Question 1Six Sigma Fundamentals (Six Sigma and the Organization)

At the six sigma quality level, a process is expected to produce approximately how many defects per million opportunities (DPMO)?

  1. 66,807
  2. 3.4 Correct answer.
  3. 6,210
  4. 233

Explanation

Six Sigma performance corresponds to 3.4 defects per million opportunities, a figure that incorporates the widely applied 1.5 sigma shift for long-term variation. As the DPMO figure rises, the corresponding sigma level falls, so much larger numbers represent three or four sigma performance.

Question 2Six Sigma Fundamentals (Six Sigma and the Organization)

Which sequence lists the five phases of DMAIC in the order they are performed?

  1. Define, Measure, Analyze, Improve, Communicate
  2. Design, Measure, Analyze, Improve, Control
  3. Define, Analyze, Measure, Improve, Control
  4. Define, Measure, Analyze, Improve, Control Correct answer.

Explanation

DMAIC stands for Define, Measure, Analyze, Improve, and Control, and the phases are executed in that order with a review at each boundary. Measurement must precede analysis because the data gathered in Measure become the input to the root-cause work in Analyze.

Question 3Six Sigma Fundamentals (Six Sigma and the Organization)

A company has decided to build a new customer self-service portal that does not exist today. Which approach fits this situation best?

  1. DMAIC, because it improves an existing process
  2. Statistical process control, because it monitors process stability
  3. DMADV, because the product and its supporting process must be designed from the ground up Correct answer.
  4. A Kaizen event, because it produces fast results

Explanation

DMADV (Define, Measure, Analyze, Design, Verify) is the design-for-Six-Sigma roadmap used when a product or process does not yet exist or requires a complete redesign. DMAIC assumes an existing process with data to improve, which is not the case here.

Question 4Six Sigma Fundamentals (Six Sigma and the Organization)

In a typical Six Sigma deployment, which role leads improvement projects on a full-time or near full-time basis and mentors Green Belts?

  1. Black Belt Correct answer.
  2. Yellow Belt
  3. Champion
  4. Executive sponsor

Explanation

Black Belts are trained in DMAIC and statistical tools and devote most or all of their time to leading cross-functional project teams. They also coach Green Belts who lead smaller projects alongside their regular duties.

Question 5Six Sigma Fundamentals (Six Sigma and the Organization)

What best describes the typical contribution of a Yellow Belt to a Six Sigma project?

  1. Serves as a project team member and applies basic quality tools under a Belt's guidance Correct answer.
  2. Approves the final control plan and formally closes projects
  3. Owns the deployment budget for an entire business unit
  4. Audits other departments' projects for statistical validity

Explanation

Yellow Belts receive introductory training and contribute as team members, often collecting data and applying basic tools, without leading projects. Their value lies in local process knowledge and support for the Black or Green Belt leading the effort.

Question 6Six Sigma Fundamentals (Six Sigma and the Organization)

Lean thinking is primarily directed at which of the following?

  1. Removing waste and improving the flow of value to the customer Correct answer.
  2. Reducing process variation to lower defect rates
  3. Certifying suppliers to a quality management standard
  4. Designing new products that satisfy customer requirements

Explanation

Lean defines value from the customer's perspective and eliminates non-value-adding activity so that work flows faster with less effort and inventory. Six Sigma complements it by concentrating on variation and defects, which is why the two are often combined.

Question 7Six Sigma Fundamentals (Six Sigma and the Organization)

Critical-to-quality (CTQ) characteristics are best described as:

  1. Internal cost targets established by finance
  2. The calculated control limits of a stable process
  3. Measurable product or service features that matter most to customers Correct answer.
  4. The number of projects a Champion is permitted to sponsor

Explanation

CTQs translate the voice of the customer into specific, measurable, prioritized requirements that the process must deliver. They typically become the Y metric that the improvement project is chartered to move.

Question 8Six Sigma Fundamentals (Six Sigma and the Organization)

Voice of the customer (VOC) data collection is used primarily to:

  1. Identify customer needs and expectations that the process must satisfy Correct answer.
  2. Establish the current sigma level of the process
  3. Set the tolerance limits of a production machine
  4. Determine which employees should be certified as Belts

Explanation

VOC gathering captures what customers value and expect, and those inputs are then translated into CTQs and project goals. Sigma level, by contrast, is calculated from measured process performance rather than from customer input.

Question 9Six Sigma Fundamentals (Six Sigma and the Organization)

A business unit's Six Sigma initiative stalls because project funding is unavailable and conflicts between departments go unresolved. Which role is most responsible for correcting this situation?

  1. The Yellow Belts, who collect the process data
  2. The Master Black Belt, who teaches the statistics courses
  3. The executive sponsor, who provides resources and removes organizational barriers Correct answer.
  4. The project team, which implements the countermeasures

Explanation

Executive sponsors operate at the leadership level where funding is authorized and cross-functional conflicts can be escalated and resolved. Teams and Belts can only execute once those organizational conditions are in place.

Question 10Six Sigma Fundamentals (Six Sigma and the Organization)

Which set of activities best describes a Champion's responsibilities in Six Sigma?

  1. Performing the measurement system analysis and hypothesis tests
  2. Selecting and prioritizing projects, securing resources, and reviewing project progress Correct answer.
  3. Delivering statistical training and certifying Black Belts
  4. Writing operating procedures and updating control charts daily

Explanation

Champions are typically managers who own the project portfolio: they select and scope projects, obtain resources, and review progress at phase gates. The hands-on analytical work belongs to the Belt leading the project.

Question 11Six Sigma Fundamentals (Six Sigma and the Organization)

The Master Black Belt's role in an organization is best described as:

  1. Leading a single improvement project from Define through Control
  2. Serving as the technical expert who trains, coaches, and reviews the work of Belts across the enterprise Correct answer.
  3. Collecting customer complaints at the call center
  4. Approving the annual capital budget for the plant

Explanation

Master Black Belts form the technical backbone of the deployment, training and mentoring Black and Green Belts and ensuring consistent use of the methodology. They often work with leadership on strategy and project selection rather than running one project as their primary job.

Question 12Six Sigma Fundamentals (Six Sigma and the Organization)

An organization is forming a Six Sigma Council, also called a steering committee. Which responsibility belongs to this body?

  1. Executing designed experiments on the shop floor
  2. Prioritizing the project portfolio and aligning it with business strategy Correct answer.
  3. Signing off on individual data collection sheets
  4. Calculating DPMO for each work cell

Explanation

The council is a cross-functional leadership group that governs the deployment by selecting and prioritizing projects, allocating resources, and tracking results against strategic goals. Execution details remain with the Belt-led teams.

Question 13Six Sigma Fundamentals (Six Sigma and the Organization)

The 1.5 sigma shift applied in Six Sigma reporting is intended to account for:

  1. Rounding errors introduced by the DPMO calculation
  2. The difference between sample and population standard deviations
  3. The natural drift of a process mean over the long term Correct answer.
  4. Measurement error introduced by imperfectly calibrated gauges

Explanation

Short-term capability estimated from a controlled study is adjusted by roughly 1.5 sigma so that the reported figure reflects the mean shift and drift a process typically experiences over months. This makes long-term sigma levels more realistic and conservative.

Question 14Six Sigma Fundamentals (Six Sigma and the Organization)

A team states its project objective as Y = f(x1, x2, ... xn). What does this expression mean in practice?

  1. The output Y can be improved only by widening the specification limits
  2. The project must manipulate exactly one input variable at a time
  3. The output Y is determined by a set of input variables x, so those inputs must be identified and controlled Correct answer.
  4. The output Y is independent of the inputs used in the process

Explanation

The expression asserts that results (Y) are a function of process inputs (x). Six Sigma projects locate the vital few x variables that drive Y and then control them so the improvement is sustained.

Question 15Six Sigma Fundamentals (Six Sigma and the Organization)

A batch of parts is found out of tolerance during final inspection and must be reworked before it is shipped. This cost is classified as:

  1. Internal failure cost Correct answer.
  2. Prevention cost
  3. Appraisal cost
  4. External failure cost

Explanation

Internal failure costs are incurred when defects are detected before the product reaches the customer, including scrap, rework, and re-test. External failure costs arise only after delivery, through items such as warranty claims and returns.

Question 16Six Sigma Fundamentals (Six Sigma and the Organization)

In Six Sigma, the hidden factory refers to:

  1. Untracked inventory held between process steps
  2. The portion of a plant staffed by contract workers
  3. The extra work created by defects, such as rework, sorting, and expediting, that standard reports do not show Correct answer.
  4. A backup production site used during periods of peak demand

Explanation

The hidden factory is the invisible capacity consumed by doing work twice, including rework, sorting, re-inspection, and expediting. Quantifying it is a common way to build the business case for an improvement project.

Question 17Six Sigma Fundamentals (Six Sigma and the Organization)

Which of the following is the best candidate to charter as a Six Sigma improvement project?

  1. A recurring defect that affects a key customer and can be measured and improved within about four months Correct answer.
  2. A vague concern that quality feels low, with no data source identified
  3. An effort justified only by the fact that a senior manager recently read about Six Sigma
  4. A project that requires replacing the plant's entire ERP system before any measurement can begin

Explanation

Strong candidates are linked to customer or business impact, have a measurable Y, can be completed in a reasonable timeframe, and have accessible data. Vague problem statements or multi-year system replacements make poor first projects.

Question 18Six Sigma Fundamentals (Six Sigma and the Organization)

A project eliminates overtime pay that was previously required to rework defective orders. How should this benefit be classified?

  1. Cost avoidance, because the overtime might have recurred
  2. Hard savings, because the spending actually leaves the budget Correct answer.
  3. An intangible benefit, because it cannot be measured
  4. Soft savings, because labor is treated as a fixed cost

Explanation

Hard savings are reductions in real spending that appear in the financial statements, such as eliminated overtime, scrap, or excess inventory. Soft savings are cost avoidance or freed capacity that do not show up as a direct budget reduction.

Question 19Six Sigma Fundamentals (Six Sigma and the Organization)

How does Six Sigma differ most clearly from earlier total quality management programs?

  1. It applies only to manufacturing industries
  2. It relies on employee suggestion schemes rather than on data
  3. It uses a structured, project-based methodology with statistical rigor and quantified financial results Correct answer.
  4. It requires no involvement from senior leadership

Explanation

Six Sigma retains TQM's customer focus but adds a disciplined DMAIC roadmap, a belt infrastructure, statistical tools, and a requirement that projects deliver verified financial benefit. This combination of structure and accountability is its distinguishing feature.

Question 20Six Sigma Fundamentals (Six Sigma and the Organization)

Which statement best describes a Green Belt's typical position in a Six Sigma organization?

  1. A certification reserved for master statisticians
  2. A full-time deployment leader who reports directly to the chief executive
  3. An employee who leads projects part time while keeping their regular job responsibilities Correct answer.
  4. An external consultant retained for a single project

Explanation

Green Belts are trained in DMAIC and lead smaller projects or support Black Belt projects while continuing their normal duties. They often become the local process experts who help sustain improvements.

Question 21Six Sigma Fundamentals (Six Sigma and the Organization)

A manufacturer trains 40 Black Belts and completes 60 projects, yet two years later few of the improvements are still in place. Which root cause is most consistent with this outcome?

  1. Too many Belts were trained for the size of the organization
  2. The projects were completed more quickly than planned
  3. Projects were selected and closed without linkage to business strategy or assignment of process ownership Correct answer.
  4. The teams used control charts instead of hypothesis tests

Explanation

Unsustained results usually point to a governance gap: projects chosen without strategic linkage, and gains that were never handed to a process owner with a control plan. Training volume and tool selection rarely explain why improvements decay after project closure.

Question 22Six Sigma Fundamentals (Six Sigma and the Organization)

What is the main purpose of a phase-gate, or tollgate, review in a DMAIC project?

  1. To confirm that phase deliverables are complete and valid before the team proceeds and resources are released Correct answer.
  2. To rank team members for their annual performance ratings
  3. To require the entire data collection to be repeated whenever a new member joins the team
  4. To replace the need for a control plan at project close

Explanation

Tollgates are decision points where the Champion, sponsor, and technical reviewers verify deliverables, approve continuation, and catch problems while they are still cheap to fix. They keep the methodology disciplined and protect the investment in the project.

Question 23Six Sigma Fundamentals (Six Sigma and the Organization)

Two firms use the same statistical tools, but only one achieves lasting results from Six Sigma. Which factor most distinguishes a Six Sigma management system from a mere toolbox?

  1. Use of the most advanced statistical software available
  2. Certifying the largest possible number of employees
  3. A supporting infrastructure of leadership governance, defined belt roles, a strategic project pipeline, and linked metrics Correct answer.
  4. Restricting all projects to the production floor

Explanation

Six Sigma functions as a management system when leaders govern a pipeline of strategically chosen projects, defined belt roles execute them, and results are measured with business metrics. Tools in isolation change nothing about how the organization prioritizes and sustains improvement.

Question 24Six Sigma Fundamentals (Six Sigma and the Organization)

A Black Belt's project will change how operators record data on the line, and the shift supervisors are resisting the change. What is the most effective response?

  1. Proceed with the pilot and inform the supervisors after implementation
  2. Escalate to the sponsor and require compliance through disciplinary action
  3. Involve the supervisors early, explain how the change affects them, and use their input in designing the new method Correct answer.
  4. Postpone the change until the entire project has been closed out

Explanation

Resistance usually decreases when the people affected by a change help design it and understand its personal consequences. Early involvement also improves the solution and builds the ownership needed to hold the gains during the Control phase.

Question 25Six Sigma Fundamentals (Six Sigma and the Organization)

A hospital laboratory has long turnaround times caused by batch processing, and it also has a high rate of mislabeled specimens. Which approach addresses both problems?

  1. Six Sigma alone, because waiting is simply a form of variation
  2. Lean alone, because mislabeling is unrelated to delays
  3. Neither, because the two problems require entirely separate improvement systems
  4. Lean Six Sigma, combining flow and waste reduction with defect and variation reduction Correct answer.

Explanation

Lean Six Sigma integrates Lean's waste and flow tools with Six Sigma's variation and defect reduction so that lead time and quality are attacked together. Fixing only one dimension usually shifts the problem downstream rather than eliminating it.

Question 26Six Sigma Fundamentals (Six Sigma and the Organization)

A process performing at the Six Sigma quality level produces approximately how many defects per million opportunities?

  1. 6,210
  2. 66,807
  3. 3.4 Correct answer.
  4. 233

Explanation

The Six Sigma benchmark is 3.4 defects per million opportunities, equivalent to roughly 99.99966% conforming output. Each additional sigma level reduces the defect rate by about an order of magnitude, so 233 DPMO is near five sigma, 6,210 DPMO is the four sigma level, and 66,807 DPMO is the three sigma level.

Question 27Six Sigma Fundamentals (Six Sigma and the Organization)

In a DMAIC project, which phase establishes the baseline performance of the process and confirms that the measurement system can be trusted?

  1. Measure Correct answer.
  2. Analyze
  3. Improve
  4. Define

Explanation

The Measure phase validates the measurement system, operationalizes the metrics, and collects baseline data so that later gains can be quantified against a reliable starting point. Define clarifies the problem and scope, Analyze identifies root causes, and Improve implements and verifies the chosen solutions.

Question 28Six Sigma Fundamentals (Six Sigma and the Organization)

Six Sigma as a structured, statistics-based improvement methodology was first developed and deployed at which company?

  1. General Electric
  2. Motorola Correct answer.
  3. Ford
  4. Toyota

Explanation

Six Sigma originated at Motorola in the mid-1980s, where engineer Bill Smith linked defect reduction to the sigma metric and the 1.5 sigma shift convention. General Electric later adopted and publicized the approach so widely in the 1990s that many people mistakenly treat GE as its originator.

Question 29Six Sigma Fundamentals (Six Sigma and the Organization)

A medical device firm is developing a brand-new infusion pump for which no manufacturing or service process currently exists. Which roadmap is most appropriate?

  1. Kaizen
  2. DMAIC
  3. DMADV Correct answer.
  4. PDCA

Explanation

DMADV (Define, Measure, Analyze, Design, Verify) is the Design for Six Sigma roadmap and is used when a new product, service, or process must be created rather than corrected. DMAIC assumes an existing process with historical data that can be baselined and improved.

Question 30Six Sigma Fundamentals (Six Sigma and the Organization)

A call center handles 500 calls. Auditors find 30 errors, and each call has four opportunities for an error to occur. What is the defects per million opportunities (DPMO)?

  1. 1,500
  2. 7,500
  3. 15,000 Correct answer.
  4. 60,000

Explanation

DPMO equals defects divided by total opportunities, multiplied by one million, where total opportunities are units times opportunities per unit. Here that is 30 divided by (500 x 4), or 30/2,000 = 0.015, which scales to 15,000 DPMO.

Question 31Six Sigma Fundamentals (Six Sigma and the Organization)

After a Black Belt closes an improvement project during the Control phase, who is normally accountable for sustaining the gains and keeping standard work current?

  1. The Black Belt's manager
  2. The process owner Correct answer.
  3. The project Champion
  4. The Master Black Belt

Explanation

The Control phase hands the improved process back to the process owner, who runs it day to day, monitors control charts and response plans, and updates documentation and training. Sustainment depends on transferring ownership rather than leaving improvements with the project team.

Question 32Six Sigma Fundamentals (Six Sigma and the Organization)

A Black Belt's draft charter proposes to 'reduce all defects across the entire plant within twelve months.' What is the main weakness of this charter?

  1. Its scope is broader than one team can complete in a typical project cycle Correct answer.
  2. Plant-level defect data are too aggregated for any statistical analysis
  3. It specifies no statistical tools that the team must use
  4. It has no executive sponsor willing to fund the work

Explanation

Six Sigma improvements are delivered project by project, with each charter scoped to a single process or problem a team can realistically close in roughly three to six months. A plant-wide goal is a program or business objective that must be decomposed into focused, measurable projects with defined boundaries.

Question 33Six Sigma Fundamentals (Six Sigma and the Organization)

A five-step billing process has a first-pass yield of 95% at each step. What is the approximate rolled throughput yield of the whole process?

  1. 77% Correct answer.
  2. 95%
  3. 63%
  4. 75%

Explanation

Rolled throughput yield multiplies the first-pass yields of every step, so it equals 0.95 raised to the fifth power, or about 0.774. Losses compound across steps, which is why a process with individually good steps can still deliver far fewer perfect units end to end.

Question 34Six Sigma Fundamentals (Six Sigma and the Organization)

A process is centered between its specification limits, and the distance from the lower to the upper specification limit equals twelve standard deviations. What is Cp, and what sigma level does this represent?

  1. Cp = 1.0, which is about a 3 sigma process
  2. Cp = 0.67, which is about a 2 sigma process
  3. Cp = 2.0, which is about a 6 sigma process Correct answer.
  4. Cp = 1.33, which is about a 4 sigma process

Explanation

Cp equals the specification width divided by six sigma, so 12 sigma divided by 6 sigma gives Cp = 2.0. For a centered process this means six standard deviations fit between the mean and each specification limit, which is the definition of six sigma capability.

Question 35Define Phase

What is the primary purpose of the Define phase in a Six Sigma DMAIC project?

  1. To validate the measurement system against tolerance
  2. To establish the problem, scope, and goals Correct answer.
  3. To determine which process inputs cause variation
  4. To standardize the improved process across shifts

Explanation

Define sets the foundation of the project by clarifying what is wrong, how big the gap is, who is affected, and what the team intends to achieve. Measurement validation belongs to Measure, cause identification to Analyze, and standardization to Control.

Question 36Define Phase

Which item is a required element of a Six Sigma project charter?

  1. The validated measurement system analysis
  2. The control chart used to monitor the process
  3. The root cause verified by hypothesis testing
  4. The problem statement and project scope Correct answer.

Explanation

A charter records the business case, problem and goal statements, scope boundaries, team, milestones, and expected benefits. It is written before the team has data, so verified root causes and measurement studies cannot yet be included.

Question 37Define Phase

A well-written problem statement in the Define phase focuses on which of the following?

  1. The individual who is accountable for the failure
  2. The suspected root cause of the defect, based on team opinion
  3. The measurable gap between current and desired results Correct answer.
  4. The corrective action the team plans to implement

Explanation

A problem statement quantifies the observed deviation, describing what, where, when, and how much, without guessing at causes or prescribing fixes. Keeping causes and solutions out of it prevents the team from jumping to conclusions before data are collected.

Question 38Define Phase

In a SMART goal statement, the letter M stands for which characteristic?

  1. Measurable Correct answer.
  2. Monitored weekly
  3. Managed by the sponsor
  4. Motivating to the team

Explanation

SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. The measurable element ensures the goal states a metric and a target so progress can be objectively verified.

Question 39Define Phase

Voice of the Customer (VOC) data is best described as which of the following?

  1. The financial budget assigned to the project
  2. Input gathered about customer needs and expectations Correct answer.
  3. Internal audit findings on process compliance
  4. Benchmark data from competitor annual reports

Explanation

VOC captures what customers say they need, want, or expect, usually through surveys, interviews, complaints, and focus groups. It is the raw input that the team later translates into measurable CTQ characteristics.

Question 40Define Phase

A Critical to Quality (CTQ) characteristic is best described as which of the following?

  1. A defect category plotted on a control chart
  2. A financial metric tracked by the controller's office
  3. A measurable output feature the customer requires Correct answer.
  4. A process step that is hidden from the customer's view

Explanation

CTQs translate vague customer wants into specific, measurable requirements on the output, such as cycle time, accuracy, or temperature. They become the metrics the project will improve and control.

Question 41Define Phase

In a Six Sigma project, the role of the Champion (sponsor) is to do which of the following?

  1. Provide resources and remove barriers for the team Correct answer.
  2. Perform the statistical analysis of the experiment
  3. Collect the data used to calculate process capability
  4. Facilitate the team's brainstorming sessions each week

Explanation

The Champion is a senior leader who authorizes the project, secures funding and people, and clears organizational obstacles. Day-to-day analysis and facilitation are performed by the belt leading the project and the team.

Question 42Define Phase

A Yellow Belt team member typically contributes to a Define phase project by doing which of the following?

  1. Approving the project budget and signing the charter
  2. Sharing process knowledge and helping gather data Correct answer.
  3. Auditing the finance department's cost records
  4. Leading the statistical design of experiments

Explanation

Yellow Belts bring subject-matter and process expertise, help collect data, and participate in team tools while usually holding other full-time duties. Charter approval, experimentation, and financial auditing sit with other roles.

Question 43Define Phase

In a SIPOC diagram, the 'O' column lists which of the following?

  1. The outputs the process delivers to its customers Correct answer.
  2. The operators who perform the work
  3. The opportunities identified for improvement
  4. The objectives agreed with the sponsor

Explanation

SIPOC stands for Suppliers, Inputs, Process, Outputs, and Customers. The output column records what the process produces and hands to its customers, which anchors the scope discussion.

Question 44Define Phase

A stakeholder has high influence over the project but low interest in its details. Which engagement approach is most appropriate?

  1. Keep them satisfied with brief, high-level updates Correct answer.
  2. Monitor them with minimal communication
  3. Engage them in every working session to build ownership
  4. Ignore them until the control phase begins

Explanation

Influence/interest analysis calls for keeping high-influence, low-interest stakeholders satisfied through concise, periodic summaries. Over-involving them wastes their time, while under-communicating risks losing the support they can exert.

Question 45Define Phase

An attribute that customers do not expect but that creates disproportionate satisfaction when present is called which of the following?

  1. A performance (one-dimensional) attribute
  2. A delighter (attractive) attribute Correct answer.
  3. A reverse quality attribute
  4. A must-be (basic) quality attribute

Explanation

In the Kano model, attractive or delighter attributes are unspoken extras whose presence surprises and pleases customers. Their absence causes no dissatisfaction because customers never expected them.

Question 46Define Phase

Which statement belongs in the out-of-scope section of a project charter?

  1. A related production line that this project will not address Correct answer.
  2. The customer segment whose complaints originally triggered the project
  3. The start and end points of the process being studied
  4. The metric used to measure the process defect rate

Explanation

Out-of-scope statements name what the project explicitly will not touch, protecting the team from scope creep. Metrics, boundary points, and affected customers describe what is in scope.

Question 47Define Phase

The business case section of a project charter primarily explains which of the following?

  1. The detailed step-by-step map of the current process
  2. The financial and strategic justification for doing the project Correct answer.
  3. Which team members will attend each weekly meeting
  4. How the project will be statistically validated at each tollgate

Explanation

The business case links the problem to monetary savings, risk reduction, or strategic priorities so leadership can judge whether the project is worth resourcing. It answers 'why now' rather than 'how' or 'who'.

Question 48Define Phase

Which item is essential to include in a project communication plan?

  1. The frequency and audience for each project update Correct answer.
  2. The sample size calculation method
  3. The control chart rules used in the Measure phase
  4. The list of rejected root cause hypotheses

Explanation

A communication plan specifies who needs what information, in what format, and how often, along with the owner of each update. This keeps sponsors and stakeholders informed without ad hoc reporting.

Question 49Define Phase

In a project charter, the baseline is best described as which of the following?

  1. The performance level achieved by a best-in-class organization
  2. The specification limit set by the design engineer
  3. The current measured performance before improvement Correct answer.
  4. The target set by the sponsor for the end of the project

Explanation

The baseline is the documented current performance of the process, established with valid data so that improvement can be proven later. It differs from a benchmark, which is an external or best-practice reference point.

Question 50Define Phase

A team has many candidate improvement projects. Which tool helps them select the project with the greatest weighted benefit across several criteria?

  1. A cause-and-effect diagram built by the project team
  2. A control chart of the last twelve months of defect data
  3. A run chart showing the process average over time
  4. A weighted selection matrix scored by the team Correct answer.

Explanation

A selection or prioritization matrix scores each candidate against weighted criteria such as impact, effort, and cost, producing a defensible ranking. It is a decision tool rather than a display of process data.