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