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Six Sigma Yellow Belt Certification Answers Amile Institute

  • Supervisor
  • Greenbelt
  • Customer
  • Project Champion or Sponsor
  • True
  • Maybe
  • False
  • All of the above
  • 10 fold improvement in 5 years
  • 5 fold improvement in 10 years
  • 6 fold improvement before the end of the fiscal
  • 3.4 fold improvement in 1 year
  • 0.3413
  • 0.4772
  • 0.1359
  • 0.8185
  • 0.9999966
  • 99.999999. %
  • 0.999767
  • 3.4 DPMO
  • Change Written Procedures and update Job Instructions
  • Share Best Practices and Lessons Learned
  • Piloting
  • Update Visual Aids
  • Process is stable
  • Process is within limits
  • Process needs Corrective action over Defects
  • Process is influenced by special cause variation
  • What is the baseline performance of a specific process prior to improvement actions
  • Whether people are provided with proper education and training on the improved process
  • What is the control plan for the process
  • A and C
  • Trend Chart
  • Histogram
  • Cause and Effect (Fishbone Diagram)
  • Pareto Chart
  • Brainstorm possible solutions
  • Determine if the products is shippable
  • Describe the CTQC’s more accurately
  • Find the root cause of a problem
  • Stable
  • Capable
  • Correlative
  • Predictive
  • 0.4332
  • 0.6824
  • 0.8664
  • 0
  • Voice of Customer
  • Measure of central tendency
  • Data dispersion diagrams
  • Regression analysis
  • Reduce risk
  • Assist in buy in
  • Allow for verification before implementation
  • Develop process steps for value analysis
  • Discrete & Attribute
  • Discrete & Continuous
  • Variable & Continuous
  • Continuous & Attribute
  • PDA
  • APCA
  • PADCI
  • PDCA
  • To follow the movement of people in a process
  • To determine process capability
  • To categorize input variables that may be important
  • To prioritize the highest frequency problems
  • Baseline Sigma Value
  • Specifications (Target and limits)
  • Control Limits
  • Both a and b
  • Extreme values do not affect the median as strongly as they affect Mean
  • A median can be calculated for qualitative descriptions
  • Median is easy to understand
  • Median can be calculated even for open-ended classes
  • Define
  • Measure
  • Analyze
  • Control
  • Champion
  • Project Leader
  • Black Belt
  • Master Black Belt
  • Pareto Chart
  • Control Chart
  • Fish Bone Graph
  • Histogram Chart
  • Mean
  • Median
  • Mode
  • None of the above
  • Define
  • Measure
  • Analyze
  • Improve
  • Person
  • Process
  • System
  • Maintenance
  • Self test method to recognize good output from bad output
  • A machine driven process that focuses on the end result
  • A creative process that focuses on reducing bad outputs
  • A high efficiecy process that expands on the good that is in you
  • Attribute measurements
  • Variable measurements
  • Discrete measurements
  • Metrics
  • Debate, Measurement, Analyze, Improve, Contrast
  • Define, Measure, Analyze, Improve, Control
  • Define, Mathematics, Analytical, Interesting, Concepts
  • Dictate, Measure, Analyze, Imitate, Control
  • Quartile
  • Variance
  • CPK
  • Mode
  • Chart the significant process input characteristics (Xs)
  • Chart all measurable process characteristics
  • Chart the error rate of the process
  • Chart process equipment checklist results
  • Kano Model
  • Control charts
  • Regression analysis
  • Value stream mapping
  • To determine customer requirements and specifications
  • To calculate project ROI (return on investment)
  • To quantify the relationship between key process inputs
  • To estimate the cost of returns
  • 7 Rules
  • 11 Rules
  • 3 Rules
  • Just one – Shewart Rule
  • Process Map
  • Histogram
  • Pareto Chart
  • Cause and Effect Diagram
  • Affinity Chart
  • Pareto Chart
  • Cost analysis
  • Process Flow chart
  • Juran
  • Philip Crossby
  • Wockhardt
  • Deming
  • Short and Tall
  • Good and Bad
  • Average Handle Time (in sec.)
  • Likert Scale 1 – 10
  • Delighters
  • Satisfiers
  • Must-Be
  • Objections
  • Identification of special cause variation
  • Prioritization of vital causes
  • Identification of failure modes
  • Identification of defects per unit over a period of time
  • P Chart
  • I-mR Chart
  • C Chart
  • nP Chart
  • As Defect rate increases, Review effort also increases
  • Negative correlation does not infer any relationship between Review effort and defect Factors
  • As Defect Rate decreases, Review effort also decreases
  • As Defect Rate increases, Review Effort Hrs decreases
  • Establishing rating criteria
  • Weight the criteria
  • Establish criteria rating descriptions
  • Determine the Sigma Level of the process
  • Strict adherence to the DMAIC framework
  • A successful completion of hypothesis testing
  • Accurately assessed process capability studies, with appropriately set tolerances
  • Sustained, effective leadership
  • Stable
  • Capable
  • Not Capable
  • None of the above
  • Pareto Chart
  • Control Chart
  • Trend Chart
  • Histogram
  • Run Chart
  • Pareto Chart
  • Control Chart
  • SIPOC Map
  • 100% true
  • 99.99966% true
  • 47.33% false
  • 100% false
  • Customer, Outputs, Process Steps, Cost, Supplier
  • Customer, Outputs, Process Steps, Inputs, Suppliers
  • Schedule factors, Outputs, Process Steps, Inputs, Suppliers
  • Boundaries of process steps
  • Champion
  • Project Leader
  • Black Belt
  • Master Black Belt
  • Management team
  • Line Supervisor
  • Customer
  • Design team
  • Identify waste and prioritize projects
  • To create a histogram
  • To baseline the process performance
  • To prioritize solutions
  • True
  • FALSE
  • SIPOC
  • Pareto Chart
  • Trend chart or Run chart
  • Value added flow chart

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