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