Chapter 4 Process Improvement: Minimizing Variation through Six

11. Which of the following is NOT a part of a House of Quality display?

a) Importance ratings

b) Target values

c) Importance weights

d) Interrelationships between Hows and Whens

12. Choose a common problem from the measure phase.

a) Calculation of a baseline to evaluate benefits of potential improvements

b) The process mean can shift as much as 1.5 standard deviations

c) Performance metrics based on the availability of data

d) About 3.4 defects per million opportunities (DPMO) may occur easily in complex operations

13. Which of the following was identified by Leigh Thompson as one of several threats to team creativity?

a) Idea generation through brainstorming

b) Downward norm setting

c) Individual blocking

d) “Window Dressing”

14. Process capability analysis does NOT depend on:

a) Location of the process mean

b) Natural variability inherent in the process.

c) Business product design

d) Stability of the process

15. The relationship between the natural variation in the production system and the product’s design specifications can be quantified using:

a) Six sigma

b) Control charts

c) A process capability index

d) Fishbone diagrams

16. The following are shortcomings associated with analyzing problems “one factor at a time” (also known as OFAT and 1FAT) EXCEPT:

a) In real life it is almost impossible to hold all other factors constant

b) Experimental designs specify levels for each factor to be included

c) It is very hard to account for interactions or joint variation between factors

d) Though graphing results is helpful to observe different factors, it is hard to graph variation of more than two or three variables at the time

17. One aspect that differentiates Six Sigma from other earlier process improvement programs including total quality management and reengineering is that with Six Sigma:

a) Quality can realistically be improved

b) Specific roles and titles have been identified and generally accepted

c) It is easier to alter the corporate culture of a firm

d) Control charts are used exhaustively

True/False

18. Six Sigma is better applied on manufacturing than service operations.

19. Six Sigma is better applied on for-profit than in nonprofit organizations.

20. Lean Sigma is a combination of Six Sigma and Lean tools appropriate when both too much variation and waste exist in a process.