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PECB Six Sigma Green Belt study materials
PECB Six Sigma Green Belt study resources

PECB Six Sigma Green Belt practice questions

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Question 1Six Sigma fundamentals and Lean concepts

In Six Sigma terminology, what does the sigma level of a process primarily express?

  1. The ratio of value-adding time to total lead time
  2. The number of standard deviations between the process mean and the nearest specification limit Correct answer.
  3. The percentage of inspection steps removed after Lean improvements
  4. The total number of defects recorded during a production shift

Explanation

Sigma level is a capability metric based on how many process standard deviations fit between the mean and the closest specification limit. A higher sigma level therefore corresponds to a lower expected defect rate under a normal model.

Question 2Six Sigma fundamentals and Lean concepts

A Green Belt is asked to classify the eight wastes. Which item belongs on the classic Lean waste list?

  1. Overproduction Correct answer.
  2. Overstaffing of the finance department
  3. Overstocking of raw materials only in warehouses
  4. Overprocessing of invoices by the customer

Explanation

The classic TIMWOODS wastes include overproduction, inventory, waiting, defects, transportation, motion, overprocessing and unused talent. Overproduction is widely described as the most serious waste because it generates other wastes downstream.

Question 3Six Sigma fundamentals and Lean concepts

Which pair correctly matches a Lean tool with its main purpose?

  1. Poka-yoke with value stream mapping of information flow
  2. Kanban with statistical process control chart selection
  3. Kaizen with design of experiments screening runs
  4. 5S with workplace organization and standardization Correct answer.

Explanation

5S is the workplace organization method covering sort, set in order, shine, standardize and sustain. The other pairings mix tools with purposes that belong to different methods.

Question 4Six Sigma fundamentals and Lean concepts

What is the primary purpose of a value stream map in a Six Sigma improvement project?

  1. To separate value-adding from non-value-adding steps and expose flow and information delays Correct answer.
  2. To document the measurement system variation study plan
  3. To test the statistical significance of factor effects
  4. To calculate the process sigma level from attribute inspection data

Explanation

A value stream map visualizes material and information flow so the team can identify non-value-adding activity, queues and delays. It is a qualitative and quantitative flow picture, not a statistical test.

Question 5Six Sigma fundamentals and Lean concepts

Which statement describes the DMAIC roadmap correctly?

  1. Define, Measure, Analyze, Improve, Control is used to improve an existing process Correct answer.
  2. Define, Measure, Analyze, Improve, Control is used to design a new process from scratch
  3. Define, Measure, Analyze, Improve, Control is a sampling plan for incoming inspection
  4. Define, Measure, Analyze, Improve, Control is a Lean tool for workplace organization

Explanation

DMAIC is the structured improvement cycle for existing processes whose performance falls short of requirements. Designing a new process uses DMADV or DFSS instead.

Question 6Six Sigma fundamentals and Lean concepts

In Lean thinking, what does takt time represent?

  1. The standard time allowed for a setup changeover
  2. The available production time divided by customer demand Correct answer.
  3. The time a unit waits in a queue before the next operation
  4. The time a machine takes to complete one cycle at full speed

Explanation

Takt time sets the pace of production to match customer demand by dividing available work time by the required output rate. It is a demand-driven target, not an observed machine or queue time.

Question 7Six Sigma fundamentals and Lean concepts

Which statement best captures the Six Sigma philosophy of improvement?

  1. Purchase newer equipment whenever capability targets are missed
  2. Rely on operator experience to adjust the process when output drifts
  3. Reduce variation and defects by using data and a disciplined project method Correct answer.
  4. Increase inspection frequency until defects are detected before shipment

Explanation

Six Sigma combines a structured method with statistical thinking to reduce variation and eliminate defects at the source. Inspection and equipment replacement are remedies applied only after data show they address the root cause.

Question 8Six Sigma fundamentals and Lean concepts

Which metric is the standard Six Sigma expression of defects relative to the number of opportunities?

  1. Overall equipment effectiveness
  2. Rolled throughput yield
  3. Process cycle efficiency
  4. Defects per million opportunities Correct answer.

Explanation

DPMO normalizes defect counts by the number of defect opportunities, allowing comparison across processes of different complexity. It is then converted to a sigma level using the standard normal table with the 1.5 sigma shift convention.

Question 9Six Sigma fundamentals and Lean concepts

A process produces 12 defects across 5,000 units, and each unit has 4 defect opportunities. What is the DPMO?

  1. 1,500
  2. 2,400
  3. 480
  4. 600 Correct answer.

Explanation

DPMO equals defects divided by total opportunities, multiplied by one million. Total opportunities are 5,000 units times 4, or 20,000, so 12 divided by 20,000 times 1,000,000 equals 600.

Question 10Six Sigma fundamentals and Lean concepts

A team maps a process and finds 30 minutes of value-adding time within a total lead time of 600 minutes. What is the process cycle efficiency?

  1. 5 percent Correct answer.
  2. 2 percent
  3. 20 percent
  4. 50 percent

Explanation

Process cycle efficiency is value-adding time divided by total lead time. Thirty divided by 600 equals 0.05, or 5 percent, which signals that most of the lead time is non-value-adding delay.

Question 11Six Sigma fundamentals and Lean concepts

A Green Belt wants to stabilize a process before improving it. Which Lean or Six Sigma action best supports this goal?

  1. Reduce the sample size of the ongoing inspection plan
  2. Standardize the work and use control charts to detect special-cause variation Correct answer.
  3. Run a full factorial experiment on all process factors immediately
  4. Add a final inspection station to catch escapes

Explanation

Standardized work plus control charts creates a stable baseline and separates special-cause from common-cause variation. Only a stable process provides a trustworthy basis for further improvement or experimentation.

Question 12Six Sigma fundamentals and Lean concepts

Which situation is the clearest example of the Lean waste called waiting?

  1. Operators idle while an upstream batch finishes before they can start Correct answer.
  2. A machine producing more units than the next step can consume
  3. A worker walking 15 meters to retrieve a tool each cycle
  4. A report requiring a redundant approval signature

Explanation

Waiting waste occurs when people or products are idle because a preceding step is not ready. It reflects a flow interruption rather than excess output, movement or unnecessary processing.

Question 13Six Sigma fundamentals and Lean concepts

A team wants to reduce changeover time on a filling line. Which Lean method is designed for this purpose?

  1. Kanban pull replenishment
  2. Heijunka levelling of the production mix
  3. Andon cord escalation
  4. Single-minute exchange of die Correct answer.

Explanation

Single-minute exchange of die, or SMED, separates internal from external setup tasks and converts as many as possible to external work. Its goal is changeovers in single-digit minutes.

Question 14Six Sigma fundamentals and Lean concepts

A process is stable and normally distributed with a mean of 50 and a standard deviation of 2. The upper specification limit is 56. What is the Cpk if the lower specification limit is 44?

  1. 1.50
  2. 0.67
  3. 2.00
  4. 1.00 Correct answer.

Explanation

The process is centered, so Cpk equals the distance to either specification limit divided by three sigma. Six divided by six equals 1.00, indicating a capable but not exceptional process.

Question 15Six Sigma fundamentals and Lean concepts

A team finds that defects cluster in one shift and one machine, while other shifts and machines perform well. Which conclusion is most defensible?

  1. A special cause is present and should be investigated before capability is estimated Correct answer.
  2. The specification limits are set too tightly for the process
  3. The process is in statistical control and only common causes remain
  4. The measurement system is the only possible source of the pattern

Explanation

A pattern tied to a specific shift and machine indicates assignable or special-cause variation rather than random common-cause noise. The team should investigate that condition before computing capability indices, which assume stability.

Question 16Six Sigma fundamentals and Lean concepts

Which statement correctly distinguishes Lean from Six Sigma?

  1. Lean targets defect rates, while Six Sigma targets inventory levels
  2. Lean emphasizes flow and waste removal, while Six Sigma emphasizes variation reduction with statistics Correct answer.
  3. Lean relies on designed experiments, while Six Sigma relies on kanban signals
  4. Lean applies only to services, while Six Sigma applies only to manufacturing

Explanation

Lean focuses on speed and the elimination of non-value-adding activity, while Six Sigma focuses on reducing variation and defects using data and statistics. Modern programs combine both because each addresses different problem types.

Question 17Six Sigma fundamentals and Lean concepts

A Green Belt calculates a rolled throughput yield of 0.90 for each of four sequential process steps. What is the approximate rolled throughput yield for the whole process?

  1. 0.96
  2. 0.66 Correct answer.
  3. 0.90
  4. 0.36

Explanation

Rolled throughput yield multiplies the first-pass yields of all sequential steps. Four steps at 0.90 give about 0.656, or roughly 0.66, showing how hidden factory losses compound across steps.

Question 18Six Sigma fundamentals and Lean concepts

A team is selecting a project. Which candidate is the strongest Six Sigma project charter choice?

  1. A recurring defect causing measurable rework cost with data available and a clear process owner Correct answer.
  2. A customer complaint with no process data and no defined metric
  3. A vague aspiration to become the industry benchmark within five years
  4. A problem whose cause is already known and whose fix is a single purchase order

Explanation

A viable Six Sigma project has a measurable gap, available data, a defined process and an accountable owner, and it is scoped to be completed in a reasonable timeframe. Vague goals or predetermined solutions do not fit the method.

Question 19Six Sigma fundamentals and Lean concepts

A process has a Cp of 1.60 and a Cpk of 0.80. What does this combination indicate?

  1. The process spread is narrow relative to the limits but the mean is off center Correct answer.
  2. The specification limits are statistically invalid
  3. The process variation exceeds the specification width
  4. The process is well centered and highly capable

Explanation

Cp measures potential capability using spread only, while Cpk accounts for centering. A high Cp with a much lower Cpk means variation is acceptable but the mean sits close to a specification limit.

Question 20Six Sigma fundamentals and Lean concepts

Which action best reflects the Control phase of DMAIC?

  1. Transferring the improved method to the process owner with a monitoring plan and response triggers Correct answer.
  2. Piloting several solution alternatives for effectiveness
  3. Brainstorming potential root causes with a fishbone diagram
  4. Confirming the measurement system before collecting baseline data

Explanation

The Control phase institutionalizes the gain through documented standard work, ownership transfer and a monitoring plan with defined reactions. It ensures the improvement persists after the project team disbands.

Question 21Six Sigma fundamentals and Lean concepts

A team reduces average cycle time but the standard deviation stays the same. Which statement about the effect on defect rate is most accurate?

  1. Defects cannot change unless the standard deviation changes
  2. Defects may fall only if the mean moved away from a specification limit Correct answer.
  3. Defects will always fall in proportion to the cycle time reduction
  4. Defects will rise because variation is unchanged

Explanation

Defect rate depends on the position of the mean relative to the specification limits as well as on the spread. Shifting the mean helps only when it moves the process away from a limit; otherwise the tail area is unchanged.

Question 22Six Sigma fundamentals and Lean concepts

A value stream map shows a batch-and-queue process with large inventories between steps. Which improvement direction is most consistent with Lean principles?

  1. Add buffer inventory before the bottleneck to protect throughput
  2. Schedule all steps to start at the same time each day
  3. Reduce batch sizes and introduce pull signals to shrink queues between steps Correct answer.
  4. Increase batch sizes to keep each machine fully utilized

Explanation

Smaller batches and pull replenishment shorten queues, cut lead time and expose problems that inventory hides. Maximizing local utilization or adding buffers preserves the delays the map was meant to reveal.

Question 23Six Sigma fundamentals and Lean concepts

A process reports 3.4 defects per million opportunities. Under the conventional Six Sigma reporting convention, which statement is correct?

  1. This corresponds to a six sigma level when the 1.5 sigma long-term shift is applied Correct answer.
  2. This cannot be converted to a sigma level without attribute data
  3. This corresponds to a six sigma level with no shift applied to the short-term data
  4. This corresponds to a four sigma level regardless of shift convention

Explanation

The widely used Six Sigma convention equates 3.4 DPMO with six sigma after allowing a 1.5 sigma shift between short-term and long-term performance. Without the shift, six sigma corresponds to about two defects per billion.

Question 24Six Sigma fundamentals and Lean concepts

A team's capability study assumes normality, but the data are strongly right-skewed with a hard physical lower bound. Which approach is most appropriate?

  1. Transform the data or use a non-normal capability method before reporting indices Correct answer.
  2. Raise the specification limits until the indices exceed 1.33
  3. Report Cp and Cpk unchanged because the sample size is large
  4. Discard the skewed observations as outliers

Explanation

Standard capability indices assume an approximately normal distribution; skewness near a physical bound distorts tail estimates. Transformation or a non-normal capability method gives a defensible result, and specification limits must reflect customer requirements rather than convenience.

Question 25Six Sigma fundamentals and Lean concepts

A plant has high overall equipment effectiveness on individual machines yet misses delivery dates. Which Lean explanation is most plausible?

  1. Lead time is determined only by the slowest single machine
  2. Overall equipment effectiveness already measures delivery reliability
  3. Local efficiency creates overproduction and queues that lengthen overall lead time Correct answer.
  4. Delivery misses are unrelated to equipment performance metrics

Explanation

Optimizing each machine in isolation can build inventory and queues that extend total lead time, even though local metrics look strong. Lean measures flow across the value stream rather than local utilization.

Question 26Six Sigma fundamentals and Lean concepts

A Green Belt is classifying improvement opportunities in a service process. Which item belongs to the Lean waste category called 'over-processing'?

  1. A customer must re-enter the same account number on three separate forms
  2. A report is formatted, spell-checked, and reviewed by two managers before anyone uses it Correct answer.
  3. A clerk walks to a printer on another floor to collect each contract
  4. Finished claim files sit in a tray for four days awaiting a supervisor's signature

Explanation

Over-processing means doing more work or adding more steps to an output than the customer values or requires. Extra formatting and redundant reviews add no value the customer pays for, so they are classic over-processing. The other items describe repetition of information, motion, and waiting respectively.

Question 27Six Sigma fundamentals and Lean concepts

Which term describes the Lean practice of stopping a process immediately when an abnormality is detected so the problem is fixed before more defective output is produced?

  1. Heijunka
  2. Poka-yoke
  3. Kanban
  4. Jidoka Correct answer.

Explanation

Jidoka, often translated as 'autonomation', gives the process the ability to detect an abnormal condition and stop so defects are not passed downstream. It emphasizes building quality in at the source rather than inspecting afterwards. Heijunka concerns leveling, kanban is a replenishment signal, and poka-yoke is error-proofing a step.

Question 28Six Sigma fundamentals and Lean concepts

A team is analyzing a process using the classic Seven Wastes (TIMWOOD) framework. Which pair of wastes is most directly reduced by shortening the physical distance between two workstations?

  1. Transport and motion Correct answer.
  2. Inventory and overproduction
  3. Over-processing and skills
  4. Defects and waiting

Explanation

Layout distance drives how far materials or products must be carried (transport) and how far people must walk or reach (motion). Co-locating steps attacks both simultaneously. Inventory, overproduction, defects, and waiting are governed mainly by batching, flow, and quality practices rather than by distance.

Question 29Six Sigma fundamentals and Lean concepts

In a Lean transformation, what is the primary purpose of a kaizen event?

  1. To calculate long-term process capability before any change is made
  2. To document the current process in full detail for the audit file
  3. To replace the DMAIC roadmap with a purely statistical approach
  4. To achieve a focused, rapid improvement in a defined area within a short, dedicated timeframe Correct answer.

Explanation

A kaizen event, also called a kaizen blitz, assembles a cross-functional team for a short concentrated period to redesign and implement improvements in a specific area. The emphasis is on rapid, action-oriented change rather than extensive documentation or statistical study. It complements DMAIC rather than replacing it.

Question 30Six Sigma fundamentals and Lean concepts

A production cell currently runs a batch of 500 units before switching to the next product. Which change most directly supports the Lean principle of flow?

  1. Increase the batch to 1,000 units to reduce the number of changeovers
  2. Build a larger finished-goods warehouse to absorb the batch output
  3. Add a final inspection step after the batch is complete
  4. Reduce batch size and shorten changeover time so units move one at a time or in small lots Correct answer.

Explanation

Continuous flow depends on small transfer lots, which are only economical when changeover time is short. Reducing batch size while cutting setup time shrinks queues and lead time. Larger batches, added inspection, and extra warehousing all reinforce batch-and-queue behavior rather than flow.

Question 31Six Sigma fundamentals and Lean concepts

A Green Belt is applying the 5S method to a shared tool area. Which activity corresponds to the 'Seiso' (shine) step?

  1. Removing tools that are never used from the area
  2. Assigning a labeled location to every tool that remains
  3. Cleaning the equipment and work area and using cleaning to reveal abnormalities Correct answer.
  4. Writing a standard checklist so the arrangement is maintained

Explanation

Seiso means cleaning and, importantly, inspecting through cleaning so leaks, wear, and abnormal conditions become visible. Sorting is seiri, setting locations is seiton, and standardizing the practice is seiketsu. The fifth S, shitsuke, is sustaining discipline.

Question 32Six Sigma fundamentals and Lean concepts

Which statement best explains why Lean practitioners regard inventory as a waste rather than as a safety buffer?

  1. Inventory is only a problem when it exceeds the annual sales volume
  2. Inventory ties up cash and hides underlying process problems such as unbalanced capacity and unreliable equipment Correct answer.
  3. Inventory reduces the need for standard work, which makes the process easier to control
  4. Inventory always loses value because of obsolescence within one fiscal quarter

Explanation

Lean treats excess inventory as capital tied up in material plus a concealment of problems: when buffers are large, imbalance, breakdowns, and quality issues stay invisible. Reducing inventory exposes those causes so they can be fixed. The objection is not about a fixed obsolescence window or a volume threshold.

Question 33Six Sigma fundamentals and Lean concepts

A call center measures the time from when a customer submits a request to when the resolution is delivered. In Lean terms, what does this elapsed time represent?

  1. Takt time
  2. Cycle time
  3. Lead time Correct answer.
  4. Standard work time

Explanation

Lead time is the total elapsed time from a customer request to delivery, including all waiting and queue time. Cycle time is the interval between completed units at one step, takt time is the rate of customer demand, and standard work time is the defined work content of an operation.

Question 34Six Sigma fundamentals and Lean concepts

A team wants to confirm that a process is predictable before launching improvement experiments. Which evidence most directly supports that conclusion?

  1. A Pareto chart showing that two defect types account for most failures
  2. A histogram that looks approximately bell-shaped
  3. A control chart whose points fall within the control limits with no non-random patterns Correct answer.
  4. A high Cp value calculated from a single shift of data

Explanation

Statistical stability is demonstrated by a control chart showing only common-cause variation, meaning no out-of-control points and no non-random runs or trends. A histogram or capability index describes the shape or spread of the data but does not prove the process is in control over time. A Pareto chart prioritizes problems rather than demonstrating stability.

Question 35Six Sigma fundamentals and Lean concepts

A team is choosing between Lean tools for a problem. Which pairing of tool and purpose is correct?

  1. Poka-yoke is used to make an error impossible or immediately obvious at the point of occurrence Correct answer.
  2. Standard work is used to replace the need for any measurement system analysis
  3. Heijunka is used to calculate process capability indices
  4. Value stream mapping is used to design experiments that test factor effects

Explanation

Poka-yoke is error-proofing: it designs the step so a mistake cannot be made or is detected immediately before it becomes a defect. Value stream mapping visualizes material and information flow, heijunka levels production, and standard work documents the current best method. None of these substitutes for designed experiments or measurement studies.

Question 36Six Sigma fundamentals and Lean concepts

A warehouse has a large stock of slow-moving items because purchasing receives volume discounts for large orders. Which Lean countermeasure addresses the root cause rather than the symptom?

  1. Change the purchasing policy and supplier agreements so order quantities reflect actual consumption Correct answer.
  2. Assign staff to count the slow-moving stock more frequently
  3. Add an inspection step to check incoming orders against the discount schedule
  4. Rent additional storage space to hold the excess stock

Explanation

The excess stock is a symptom of a purchasing policy that rewards large order quantities regardless of demand. Aligning order quantities with actual consumption, for example through pull signals or revised supplier terms, removes the cause. Extra storage, more counting, and added inspection all accommodate the symptom without changing the incentive that creates it.

Question 37Six Sigma fundamentals and Lean concepts

In Lean terminology, what distinguishes 'value-added' work from 'necessary non-value-added' work?

  1. Value-added work is performed by operators, while necessary non-value-added work is performed by supervisors
  2. Value-added work is measured in minutes, while necessary non-value-added work is measured in cost
  3. Value-added work is any step that appears on the value stream map, while necessary non-value-added work is any step that does not
  4. Value-added work changes the product or information in a way the customer pays for, while necessary non-value-added work is required by current conditions but adds no customer value Correct answer.

Explanation

A step is value-added only if the customer would pay for it and it transforms the product or information correctly the first time. Necessary non-value-added work, such as regulatory inspection or legally required documentation, does not meet that test but cannot be removed immediately, so it becomes a target for later elimination.

Question 38Six Sigma fundamentals and Lean concepts

A Green Belt reviews a value stream and finds that 85 percent of total lead time is queue time between steps. Which improvement focus is most consistent with Lean thinking?

  1. Reduce variation in the individual processing steps first
  2. Add a quality gate before each queue to catch defects
  3. Attack the queues by balancing capacity and reducing batch sizes between steps Correct answer.
  4. Increase the speed of the slowest processing step only

Explanation

When queue time dominates lead time, the constraint is the flow between steps rather than the speed of individual operations. Balancing capacity, reducing batch sizes, and pulling work shrink the queues and therefore the total lead time. Speeding up one step or adding gates leaves the dominant queue time largely intact.

Question 39Six Sigma fundamentals and Lean concepts

Which practice is the clearest example of standard work in a Lean system?

  1. Operators rotate tasks whenever they feel the pace is too slow
  2. Supervisors verbally remind staff of priorities at the start of each shift
  3. Each experienced operator follows a personal method that meets the output target
  4. The documented best sequence, cycle time, and work-in-process for a job are defined and used as the baseline for improvement Correct answer.

Explanation

Standard work specifies the current best combination of work sequence, timing, and in-process inventory, and it provides the baseline against which any change is measured. Without a standard, improvements cannot be sustained or verified. Personal methods, verbal reminders, and improvised rotation leave the process without a stable reference.

Question 40Six Sigma fundamentals and Lean concepts

A plant tracks Overall Equipment Effectiveness and finds availability at 95 percent, performance at 92 percent, and quality at 90 percent. What is the OEE, and how should the team interpret it?

  1. About 95 percent, indicating that the equipment is already world class
  2. About 92.3 percent, indicating that quality is the only area needing attention
  3. About 78.7 percent, indicating that losses compound across all three factors and should be attacked together Correct answer.
  4. About 86.4 percent, indicating that availability is the dominant loss

Explanation

OEE is the product of availability, performance, and quality: 0.95 x 0.92 x 0.90 equals approximately 0.787, or 78.7 percent. Because the factors multiply, moderate losses in each area combine into a substantial overall gap, so the team should examine all three loss categories rather than a single one.

Question 41Project identification, selection, and definition

A Green Belt is drafting a project charter. Which element of the charter defines the measurable boundary conditions the project must satisfy to be judged successful?

  1. The goal statement with metrics Correct answer.
  2. The milestone timeline
  3. The business case narrative
  4. The team roster and roles

Explanation

The goal statement translates the problem into measurable targets (metric, baseline, target, and timeframe), which is what allows the project to be judged successful or not. The business case justifies why the project matters but does not set measurable success criteria.

Question 42Project identification, selection, and definition

During project selection, a sponsor asks which candidate project should be funded first. Which criterion is most directly aligned with Six Sigma project selection logic?

  1. The project with the largest team already available
  2. The project requested by the most senior manager
  3. The project with the shortest charter document
  4. The project with the greatest impact on customer-critical metrics relative to effort Correct answer.

Explanation

Six Sigma selection prioritizes projects by the balance of business and customer impact against the resources and effort required, often visualized in a prioritization matrix. Seniority of the requester, team availability, or document length are not value-based selection criteria.

Question 43Project identification, selection, and definition

In the DMAIC roadmap, which activity belongs to the Define phase rather than to Measure?

  1. Validating the measurement system with a gauge R&R
  2. Establishing the baseline capability of the process
  3. Collecting data on the current defect rate
  4. Mapping the process and identifying the voice of the customer Correct answer.

Explanation

Define establishes scope, customer requirements (VOC/CTQ), and the high-level process view that frames the project. Measurement system validation, baseline capability, and data collection belong to Measure.

Question 44Project identification, selection, and definition

A team is writing a problem statement for a charter. Which phrasing best meets Six Sigma standards for a problem statement?

  1. Everyone agrees the process is broken and must be fixed.
  2. Customer complaints have been unacceptable for too long.
  3. The claims department needs a culture change to improve quality.
  4. In Q3, 6.4% of insurance claims were reworked due to missing documentation, versus a target of 1.0%. Correct answer.

Explanation

A strong problem statement is specific, quantified, time-bound, and free of assumed causes or solutions. It states the observed gap between current and desired performance without prescribing a remedy.

Question 45Project identification, selection, and definition

What is the primary purpose of a SIPOC diagram in the Define phase?

  1. To design the experiment for optimizing factors
  2. To statistically test differences between process means
  3. To provide a high-level view of suppliers, inputs, process, outputs, and customers that frames scope Correct answer.
  4. To calculate the process sigma level from defect data

Explanation

SIPOC gives a concise, high-level picture of the process boundaries and its suppliers and customers, helping the team agree on scope before detailed mapping. Statistical testing, sigma calculation, and DOE belong to later phases.

Question 46Project identification, selection, and definition

A project charter is being reviewed. Which statement correctly describes the role of the champion in a Six Sigma project?

  1. The champion provides sponsorship, removes barriers, and links the project to business strategy Correct answer.
  2. The champion performs the day-to-day data collection and analysis
  3. The champion owns the detailed process map and control plan
  4. The champion independently audits the statistical validity of the analysis

Explanation

The champion is a senior sponsor who secures resources, resolves organizational obstacles, and ensures alignment with strategic priorities. Execution of analysis and documentation stays with the Green Belt and team.

Question 47Project identification, selection, and definition

A Green Belt is defining the voice of the customer for a service process. Which tool translates vague customer statements into measurable requirements?

  1. A control chart of complaint volume
  2. A fishbone diagram of potential causes
  3. A CTQ tree linking needs to measurable characteristics Correct answer.
  4. A Pareto chart of internal defect types

Explanation

A CTQ (critical-to-quality) tree decomposes broad customer needs into specific, measurable requirements that the project can target. Control charts, Pareto charts, and fishbone diagrams are analytical tools used later, not translation tools for customer needs.

Question 48Project identification, selection, and definition

Which of the following best characterizes a well-defined project scope statement in a Six Sigma charter?

  1. It commits to a specific statistical tool for the Analyze phase
  2. It specifies the process boundaries, start and stop points, and what is explicitly out of scope Correct answer.
  3. It names all employees who might be affected by the change
  4. It lists every process in the organization that could be improved

Explanation

Scope statements define where the process begins and ends and explicitly state exclusions, which prevents scope creep and keeps the project tractable. Listing unrelated processes, affected staff, or preselected tools does not define boundaries.

Question 49Project identification, selection, and definition

A plant manager proposes a project to reduce invoice errors. Before chartering, the Green Belt reviews historical data showing 12 errors per 1,000 invoices with a stable trend. Which conclusion is most appropriate for project definition?

  1. The project should be redefined to address a different metric
  2. The process is stable, so no project is warranted
  3. The baseline is quantified and stable, so the gap to target can anchor a valid charter Correct answer.
  4. The data must be discarded because the trend is stable

Explanation

A stable, quantified baseline is exactly what a charter needs to express the performance gap and set a credible target. Stability does not preclude improvement; it makes the baseline trustworthy.

Question 50Project identification, selection, and definition

A Green Belt is building a prioritization matrix to choose among four candidate projects. Cost of poor quality impact, customer impact, and ease of implementation are weighted. Which outcome best reflects correct use of the matrix?

  1. Select the project with the most weighting factors assigned
  2. Select the project with the highest weighted score, then confirm resource availability Correct answer.
  3. Select the project with the lowest score to reduce risk
  4. Select the project the team finds most interesting

Explanation

The weighted score ranks candidates by combined value, and the top-ranked project is then checked against practical constraints such as resources and timing. Choosing low scores, counting factors, or personal interest ignores the purpose of the matrix.