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