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# Six Sigma Black Belt Certification Answers – GreyCampus

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## GreyCampus Six Sigma Black Belt Certification Exam Answers

• I and II only
• I and III only
• II and IV only
• II, III, and IV only
• Critical parameter management
• Systematic design
• Pugh analysis
• Set-based design
• Theoretically means that each item in the lot had an equal chance to be selected
• Ensures that the sample average will equal the population average
• Means that a table of random numbers was used to dictate the selection
• Is a meaningless theoretical requirement
• Investigate the problem
• Identify the problem
• Analyse the problem
• Solve the problem
• 5 whys
• Pareto analysis
• Control charts
• Regression analysis
• 5% of the time one will say that there is no real difference, but in reality there is a difference
• 5% of the time one will say that there is a real difference when there really is not a difference
• 95% of the time one will make an incorrect inference
• 95% of the time the null hypothesis will be correct
• Top management
• Middle management
• Supporting staff functions
• Operators
• Strategic change
• Technological change
• Structural change
• Behavioural change
• 4
• 5
• 6
• 7
• I, II, and III
• I, II, and IV
• I, III, and IV
• II, III, and IV
• II and IV only
• I, III, and IV only
• II and III only
• I, II, III, and IV
• Both tests show a strong correlation
• The scatter around the regression line is greatest for test #1
• The slope for test #1 is negative
• Y increases as X increases in test #2
• The control manual
• Operating procedures
• Work instructions
• Records and forms
• Regression
• 2 tailed 2 sample t test
• ANOVA
• Kruksal test
• Rayleigh
• Hypergeometric
• Normal
• Exponential
• How to secure increased funding for similar projects
• The effectiveness of the entire project
• How to avoid mistakes that were made
• The adequacy of project resources
• Establish a prototype control plan
• Re-evaluate the measurement system
• Install visual management systems
• Conduct an operator training effort
• A type II error
• A 1-alpha decision
• A type I error
• A 1-beta decision
• Plan
• Act
• Check
• Do
• Factor analysis
• Principal component analysis
• Cluster analysis
• Discriminant analysis
• It is more thorough than other problem solving tools
• It is a concise problem presentation format
• It requires less preparation time than other reports
• It minimizes the need for a follow-up plan
• A continuous distribution
• Used to describe sampling from a finite population without replacement
• The limiting distribution of the sum of several independent discrete random variables
• A special case of the Poisson distribution
• Pareto analysis
• Kano model
• CTQ tree
• Affinity diagram
• To document performance for the annual performance evaluations
• To monetarily compensate team members for their time and effort
• To avoid having to pay team members overtime or to provide time off
• To reinforce desired behaviours and induce repetitions of those behaviours
• Centering
• Dispersion
• A&B
• Provide rapid field service
• Minimize shipping damage
• Reduce product and process variation
• Meet customer packaging requirements
• I and IV only
• I, II, III, and IV
• I, II, and IV only
• I and III only
• The project is important to the profits of the organization
• Slack times can be used to delay the ending date of the project
• Delays of events on this path delay the ending date of the project
• Activities cannot be crashed
• They are less bureaucratic than many other structures
• Communication channels allow for the rapid dissemination of information
• They are typical for many large organizations
• They handle decision-making rapidly
• Histogram
• Probability density function
• Cumulative distribution function
• Expected value
• In the upper tail
• In both upper and lower tails
• In the lower tail
• In neither tail
• Create the standard based on 10 readings from each of the 3 technicians
• Petition NIST to establish a standard for the device
• Document the method of establishing and maintaining the standard used
• Indicate in the device calibration records “calibration not required”
• Researching the competitive and non-competitive intelligence
• Attempting to surpass the performance of the benchmarked source
• Determining the leader in the areas felt to be deficient
• Identifying all major critical success functions
• Their interest in the product or service
• Internal customers can influence the design of the product
• External customers usually influence the design of the product
• External customers best determine the true quality of the product
• I and II only
• II and III only
• I and IV only
• II and IV only
• Benefit-cost analysis
• Post-mortem analysis
• Reward and recognition of project team members
• Document archiving
• Failure analysis and failure effects
• Failure mode and failure method
• Failure severity and failure probability
• Failure mechanism and failure mode
• Only the PERT method can be displayed on a Gantt chart
• The PERT technique allows for easier crashing of project time
• The PERT technique permits network relationships, and CPM does not
• The PERT technique is event oriented, while CPM is activity cantered
• III, II, IV. V, I
• II, III, IV, I, V
• II, III, V, IV, I
• III, II, V, I, IV
• I only
• II and III only
• I, II, and III only
• I, II, III, and IV
• Stated needs
• Real needs
• Perceived needs
• Cultural needs
• Balanced scorecard
• Strategic planning
• Five forces of competitive strategy
• Quality function deployment
• Safe products to use
• Enhanced ability to pay taxes
• Prestige and self-fulfilment
• An expansion of job openings
• Total productive maintenance to maximize equipment usage
• Total preventive maintenance to reduce total cost
• Total process management to manage process cost
• Total preventive maintenance to minimize downtime
• The project objective is defined
• The work is divided into smaller activities
• The interrelationships between activities are defined
• The project schedule is established
• Value added times
• Process flow times
• Productive maintenance requirements
• Nonconforming material control
• This level makes it difficult for the output to get out-of-control
• This level establishes tight limits for the production process
• This level reduces the probability of looking for trouble when none exists
• This level ensures a very small type II error
• Mind think
• Groupthink
• Isolationism
• Active-passive behaviour
• Determine if the interviewee is telling the truth
• Understand the basics of the problem
• Eliminate areas not to investigate
• Determine the root cause of the problem
• Identifying key performance factors
• Selecting performance criteria based on priorities
• Determining a leader in a critical performance area
• Undertaking significant changes to advance performance
• Kanban
• Muda
• Poka-yoke
• An andon board
• The project was a dismal failure
• The project team needs additional training
• The team leader should not be trusted with other projects
• It depends upon whether there were other outstanding accomplishments
• Weibull
• Hypergeometric
• Binomial
• Poisson
• That dies will be exchanged in 1 minute or less
• That dies will be exchanged in less than 5 minutes
• That dies will be exchanged in less than 10 minutes
• That dies will be exchanged in less than 15 minutes
• Recording subjective opinion doesn’t make it measured data
• Check sheets cannot record subjective data
• A shopping list is a check sheet
• Both variable and attribute data can be recorded on a check sheet
• Set-based design
• Systematic design
• The Pugh method
• TRIZ
• Establish an early warning sign for scenario arrival
• Develop a list of perceived social, technical, or economic shifts
• Develop a list of the top scenario priorities
• Determine how key scenarios will affect the organization
• Task forces and teams
• The establishment of liaison roles
• A matrix organizational structure
• Cross functional collaboration
• I, II, III
• I , III, II
• II, III, I
• III, II, I
• Treating common causes as special causes
• Considering all causes to be local causes
• Recognizing that common causes require quick action
• Treating special causes as common causes
• First order modelling
• Determination of experimental error
• Nested experimentation
• The resolution of main effects
• Presenting a topological representation of the situation
• Capturing all process variables in a compact matrix
• Defining the likely source of the defects
• Visualizing the process being described
• The process output
• The process constraint
• The process feedback
• The process inventory
• I only
• I and IV only
• II and III only
• I, II, III, and IV
• Somebody “goofed” in the original calculation of the control limits
• The process standard deviation has decreased and nobody recomputed the control limits
• This is terrible, perhaps we’ve been producing scrap
• This is fine, the closer the points are to the centre line the better our control
• X-bar – R charts
• Multi-vari charts
• ANOVA
• Chi square
• The process is within specification and in control
• The process is within specification but out-of-control
• The process is out of specification but in control
• The process is out of specification and out-of-control
• Within stream versus stream-to-stream
• Within time versus time-to-time
• Within piece versus piece-to-piece
• Inherent process versus error of measurement
• The long-term capability improves
• The Cp is better short-term
• The results are very comparable
• The average drifts but the variation stays
• Interrelationship digraph
• Affinity diagram
• Activity network diagram
• Prioritization matrices
• Not applicable to most organizations because their processes are unique
• Infrequently used because each company needs to protect their trade secrets
• Ignored because of the perceived barriers to sharing internal company information
• Discouraged because of anti-trust laws
• A process owner is named for the control plan
• A responsible engineer is designated
• The cross functional team signs off on the control plan
• The control plan is a “living document” and is rarely closed
• I only
• I and II only
• II and III only
• I, II, and III
• The method of reporting
• What is to be communicated
• When reports are to be made
• Project milestones
• Indicating gages
• Depth gages
• Accurators
• Tolerators
• Systematic design concepts
• Product development activities
• Concurrent engineering activities
• An inventive nine step action sequence
• Maximization of machine efficiencies
• Longer customer delivery lead times
• Additional product transportation expenses
• Potential product damage or deterioration costs
• None, if the operator is trained and knowledgeable
• Danger in overlooking a CTQ characteristic
• Distraction from the actual process itself
• It is non-value added work in the lean philosophy
• Rework due to poor moulding
• Performing design validation
• In-process inspection by an inspector
• Re-tooling because of engineering changes
• The process level is out-of-control
• The process level is out-of-control but not the dispersion
• The person is misusing the chart
• The process dispersion is out-of-control
• Benchmarking
• SWOT analysis
• Gap analysis
• Marketplace response
• Multivoting
• Voting
• Consensus
• Nominal group technique
• A business improvement approach
• A focus on critical customer items
• An elimination of mistakes and defects
• A concentrated focus on business outputs
• It is the natural way that most people already approach problems
• It was promoted by Dr. Deming who has a wide American following
• It has been widely used in Japan with success
• It requires much less work than comparable improvement techniques
• Less than the standard to which it is compared
• Greater than the standard to which it is compared
• Equal to the standard to which it is compared
• Less than or equal to the standard to which it is compared
• The team leader summarily removes the individual from the team
• The leader or members advise the individual of what is expected
• If action to remove the individual from the team is warranted, do so respectfully
• The team leader should clarify expectations with the individual
• I only
• I and II only
• II and III only
• I, II, and III
• I and II only
• II, III, and IV only
• I, II, III, and IV
• I, III, and IV only
• Problem statement
• Project scope
• Goal statement
• Resources required
• The SIPOC diagram
• Process performance metric
• Business process management
• The establishment of KPIVs and KPOVs
• No defective product is reported as acceptable due to measurement errors
• Few instruments are scrapped during calibration
• The results of previous calibrations reflect few out of tolerance conditions during calibration
• A particular characteristic on the gage is consistently found to be out of tolerance
• Strengths
• Weaknesses
• Opportunities
• Threats
• I only
• I and III only
• II and III only
• I, II, and III
• Experience is required for proper interpretation
• Bar charts are more informative than run charts
• Most applications should be reflected in an improvement percentage
• An improving trend is an indication of corporate survival
• Control factor
• Signal factor
• Noise factor
• Dependent variable
• A project transition
• A project closure
• A charter negotiation
• A milestone delay
• 1.22
• 0.46
• 0.089
• 0.37
• A matrix diagram
• A correlation chart
• A Pareto diagram
• A cause-and-effect diagram
• Dr. Feigenbaum
• Philip Crosby
• Dr. Deming
• Dr. Juran
• Regression analysis
• Hypothesis testing
• Correlation analysis
• Sampling
• Make the product less sensitive to noise effects
• Use the tools of experimental design
• Reduce the sources of variation
• Improve manufacturing quality
• Higher – order experiment
• Steepest ascent/descent experiment
• Taguchi robustness design
• A Latin or Graeco-Latin design
• They are more objective with regard to the problems
• They are higher in cost
• They may be part of the problem
• They have a greater knowledge about the company
• All internal and external setup steps must be reviewed in detail
• Outside specialists with knowledge on dies must be consulted
• Outstanding communications between operators and setup personnel
• Process mapping of improvement steps
• Many American companies employ too many inspectors; perhaps 5% – 10% of the work force
• Quality should be built into the product, not inspected in
• In most cases, the worker should perform his/her own inspection and not rely on someone else
• Most manual inspection will miss 10% – 20% of defects under typical working conditions
• Standard work instructions
• Andon boards
• Queue times
• Work cells
• To provide information for goal achievement
• To indicate the number of and return on improvement projects
• To determine the best internal and external benchmarks
• To measure customer retention and loyalty
• To visually present the relationship to others
• To check for fit; there may be a calculation error
• There’s no rational reason for doing so
• To permit a projection outside of the test area
• Simplex designs
• Orthogonal designs
• Screening experiments
• Mixture experiments
• The critical path to be known in advance
• Slack times to be added to the critical path
• Time estimates for each activity in the network
• Less data than a Gantt chart
• I only
• I and II only
• II and III only
• I, II, and III
• Excessive costs
• A lowered expectation of success
• Too much time away from regular duties
• The possibility that the team will expand the project boundaries
• It will take too much time
• It can’t be done with 100,000 units
• It will only be proven if 0 defectives are found
• We must look for a larger improvement for testing purposes
• Direct quality department expenses
• Indirect internal and external failure costs
• Preventative quality costs
• Combined appraisal and preventative expenses
• Brainstorming
• Nominal Group Technique
• Voting
• Cultivating
• 23
• 24
• 44
• 56
• I and II only
• II and III only
• I and III only
• I, II, and III
• 24
• 12
• 64
• 81
• The determination of the probability of failure in a specified period of time
• The expected number of failures in a given time interval
• The study of how a product fails and what causes the failure
• A study of the probability of success in a given time period
• The critical path method
• A customer driven company
• A PDCA process within a PDCA process
• A reactive versus a proactive approach
• Sanitation
• Safety
• Simplification
• Setup reduction
• Shine
• Sustain
• Sort
• Straighten
• F test
• Barletts test
• Levene test
• ANOVA
• I and IV only
• I, II, and IV only
• II, III, and IV only
• I, II, III, and IV
• III, IV, I, II
• I, III, IV, II
• I, III, II, IV
• III, I, IV, II
• Management reports
• Supplier assessments
• Internal audits
• Customer surveys
• Normal
• Poisson
• Weibull
• Binomial
• Customer satisfaction
• Customer service
• Customer loyalty
• Product quality satisfaction
• The 20 questions approach
• Set-based design
• Systematic design
• The Pugh method
• Manufacturing only
• All company departments plus suppliers
• Manufacturing, quality, and the supply chain
• Manufacturing and quality departments
• Aligns quality and company goals
• Provides a prioritization system for the allocation of resources
• Ensures the resolution of specific quality problems
• Provides a manageable overview of quality
• EVOP
• Control charts
• Total productive maintenance
• DOE
• Tolerance design
• System design
• Concept design
• Feature design
• Forming, norming, storming, performing
• Develop, build, optimize
• Forming, storming, norming, and performing
• Forming, building, optimizing, and performing
• All team members must participate
• Objective data must be obtained
• It takes longer to reach a decision
• It presents the alternatives in a format that cannot be contested.
• Perform customer competitive assessments
• Conduct technical competitive assessments
• Determine the customer needs
• Assess the technical design features required
• A summary of the strategic reasons for the project
• A problem or goal statement
• The resources available to the project team
• The boundaries of the project team
• Attribute data converted to variables data
• Variables data converted to attribute data
• Accumulated go/no-go data converted to variables data
• Variables data converted to go/no-go data
• FMEA
• Pre-launch
• Production
• Prototype
• Applying a statistical test such as a t test
• Using a normal probability plot
• Using a box-and-whiskers box chart
• Comparing the Xs to the Ys
• A process step
• A decision point
• The start of a process
• A continuation operation
• An increase in total quality costs
• A decrease in appraisal costs
• An increase in external failure costs
• A decrease in internal failure costs
• An interrelationship digram
• A tree diagram
• An activity network diagram
• Prioritization matrix
• A totally automated process to reduce defectives
• A device that identifies good parts
• A technique which separates defectives from good parts
• A device that stops the machine whenever a defective is produced
• SPC
• TOC
• CTQ
• TPS

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### One comment

1. Can you please share the Six Sigma Black belt GreyCampus answers?