A) Only in basic research B) No C) Only for pure research D) Yes
A) Speeds it up B) Improves it C) Waters it down D) Enhances it
A) The documented side B) The serendipitous side C) The analytical side D) The commercial side
A) Metric-driven B) Measured C) Structured D) Free-wheeling
A) Blue skies research projects B) Pure basic research C) Unstructured brainstorming environments D) Incremental innovation when there's an expressed commercial goal
A) James McNerney's B) Andy Neely's C) John Dodge's D) Yasar Jarrar's
A) BusinessWeek B) Cranfield School report C) Design News D) Going Lean
A) Stanford Graduate School B) Wharton School C) Harvard Business School D) Cranfield School of Management
A) Six Sigma Success B) BusinessWeek C) Design News D) Going Lean
A) Lean dynamics B) Free-wheeling brainstorming C) Blue skies research D) Academic rigor
A) It enhanced blue skies research B) It eliminated all variability C) It did little to change its fortunes D) It greatly increased commercial success
A) Yasar Jarrar and Andy Neely B) BusinessWeek editors C) Latzko and Ford D) John Dodge and James McNerney
A) Academic rigor B) Commercial goals C) Case studies from GE D) Website illustrations
A) Engineered metric reports B) Government statistics C) Academic peer-reviewed journals D) Documented case studies
A) In academic textbooks B) In government archives C) In peer-reviewed journals D) On websites
A) Systemic B) Extremely rigorous C) Empirically proven D) Sketchy
A) The date of implementation B) The name of the company involved C) The commercial goal D) Specific Six Sigma methods that were used
A) Six Sigma criteria B) Lean dynamics C) Academic rigor D) Blue skies research
A) Accidental B) Guaranteed C) Empirical D) Systemic
A) Consultants and people with vested interests B) Wharton School professors C) Independent academic researchers D) Cranfield School faculty
A) Reducing variability B) Conducting pure research C) Brainstorming freely D) Telling stories
A) External consultants exclusively B) Only the entry-level manufacturing staff C) The entire organization, particularly top-level management D) The customer base alone
A) Nineteenth-century railway operations B) Medieval guild practices C) Ancient agricultural traditions D) Japanese business culture
A) Regulatory government bodies B) Management of the organization C) External auditors D) Suppliers of raw materials
A) Henry Ford B) W. Edwards Deming C) Max Weber D) Frederick Winslow Taylor
A) Forecast-Execute-Review Cycle B) Design-Build-Test-Release Cycle C) Plan-Do-Study-Act Cycle D) Analyze-Design-Deploy Cycle
A) Three phases B) Five phases C) Seven phases D) Ten phases
A) Projects aimed at creating new product or process designs B) Improving existing business processes C) Routine financial auditing D) Daily customer support operations
A) Measure B) Improve C) Analyze D) Define
A) Measure B) Define C) Control D) Improve
A) Control B) Measure C) Define D) Analyze
A) Define B) Control C) Analyze D) Improve
A) Analyze B) Measure C) Control D) Improve
A) The 'as-is' process capability B) The future state defect rate C) The executive compensation package D) The ultimate financial return on investment
A) Kaizen B) Kanban C) Poka yoke D) Andon
A) Customer feedback forms B) Initial brainstorming sessions C) Pilot runs D) Long-term visual workplaces
A) Ensure any deviations from the target are corrected before they result in defects B) Identify the voice of the customer C) Calculate the 'as-is' process capability D) Investigate cause and effect relationships
A) Until the budget is completely exhausted B) Until the desired quality level is obtained C) Only for exactly one week D) Until management decides to cancel all projects
A) Outsource B) Terminate C) Ignore D) Recognize
A) DMADV B) RDMAIC C) DPMO D) PDSA
A) Frederick Taylor B) Henry Ford C) Jack Welch D) Bill Smith
A) Motorola B) Honeywell C) General Electric D) Toyota
A) 1986 B) 1991 C) 2005 D) 1995
A) Productivity B) Variability C) Technology D) Innovation
A) January 1, 1986 B) June 11, 1991 C) December 28, 1993 D) October 15, 1995
A) June 11, 1991 B) July 4, 1998 C) November 20, 2005 D) December 28, 1993
A) Over $350 million B) Over $1 billion C) Over $50 million D) Over $17 billion
A) Microsoft B) Toyota C) Honeywell D) Apple
A) Motorola B) General Electric C) Honeywell D) Ford
A) Jack Welch B) Bill Smith C) Elon Musk D) Jeff Bezos
A) $5 billion B) $350 million C) $17 billion D) $10 million
A) About one quarter B) All of them C) About one tenth D) About two thirds
A) 2005 B) 2011 C) 1986 D) 1993
A) Human resources specialist B) Accountant C) Sales manager D) Engineer
A) $500 million B) $1 billion C) $17 billion D) $100 million
A) DPMO B) FPMO C) DPM D) SDO
A) W. Edwards Deming B) Bill Smith C) Kaoru Ishikawa D) Mikel Harry
A) λ (lambda) B) σ (sigma) C) μ (mu) D) θ (theta)
A) The binomial distribution B) The standard normal distribution C) The Poisson distribution D) The generalized lambda distribution
A) Capable B) Customer C) Consistent D) Critical
A) Corporate board designations B) Martial arts systems like judo C) Academic degree hierarchies D) Military ranking structures
A) Master Black Belts B) Executive Leadership C) Black Belts D) The CEO alone
A) Executive Leadership B) Master Black Belts C) Black Belts D) Green Belts
A) Champions B) The CEO C) Executive Leadership D) Black Belts
A) Master Black Belts B) Yellow Belts C) Executive Leadership D) Green Belts
A) Champions B) Black Belts C) Master Black Belts D) Green Belts
A) White belt B) Green belt C) Orange belt D) Yellow belt
A) Yellow belt B) White belt C) Green belt D) Orange belt
A) Orange belt B) Green belt C) Yellow belt D) White belt
A) The 1980s B) The 2000s C) The 1990s D) The 1970s
A) Not as well B) Better C) Identically D) More predictably
A) Harrying B) Sigma-shifting C) Stack-tuning D) Benderizing
A) Every 50 samples B) Every 1000 samples C) Every 10 samples D) Every 100 samples
A) 6.0 B) 1.5 C) 3.4 D) 4.5
A) No specification limits B) Symmetric specification limits C) A one-sided specification limit D) A two-sided specification limit
A) 0.50 B) -0.17 C) 0.33 D) 1.00
A) Government agencies only B) Non-profit organizations C) Small organizations D) Large organizations
A) More than 500 B) Fewer than 100 C) More than 1,000 D) Fewer than 500
A) Yes B) Only if they hire consultants C) Only if they have black belts D) No
A) 10.4% B) 67% C) 24% D) 26.2%
A) 10.4% B) 24% C) 26.2% D) 67%
A) JPMorgan Chase B) American Express C) GE Capital D) Bank of America
A) Collector performance B) Initial investment C) Construction time D) Customer satisfaction
A) By changing the schematic diagram for the supply chain B) By increasing the number of suppliers C) By lowering quality standards D) By reducing delivery times
A) 20 minutes B) 40 minutes C) 60 minutes D) 10 minutes
A) 2002 B) 2010 C) 2003 D) 1995
A) 2002 B) 2003 C) 1995 D) 2010
A) 34 B) 10 C) 56 D) 100
A) The Wall Street Journal B) Stanford researchers C) Philip B. Crosby D) Joseph M. Juran
A) Reliability engineers B) Supply chain managers C) Healthcare administrators D) Six Sigma Black Belts
A) Joseph M. Juran B) Philip B. Crosby C) The Red Cross D) MD Anderson Cancer Center
A) 100% B) 91% C) 58% D) 50%
A) An anonymous CEO B) Donald J. Wheeler C) A Fortune journalist D) Charles Holland
A) Qualpro B) S&P Global C) Process Dynamics D) Six Sigma Institute
A) Disruptive technologies B) Double-loop learning C) Significant factors D) Workforce creativity
A) P-value calculations B) Significance testing C) Exploratory model building D) Developing robustness
A) Qualpro improvement process B) Transfer Function C) Double-loop learning D) S&P 500 trailing theory
A) Qualpro Journal of Quality B) Statistical Science Review C) USA Army Logistician D) Fortune magazine
A) Donald J. Wheeler B) Charles Holland C) A USA Army Logistician writer D) An unnamed Fortune analyst
A) A flawless statistical model B) A confidence trick C) A disruptive technology D) A complete double-loop learning tool |