ALL Master Black Belt

Certified Lean Six Sigma, Master Black Belt “CLSSMBB”
CLSSMBB Examination
• English Language Exam.

• 100 Multiple Questions Exam.
• Exam Time is 02 Hours.
• Excel & Minitab & Calculator are required.
• Accreditation have 02 years expiry date.
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Questions Questions Questions Questions Questions
Unit 01 Unit 01 Unit 01 Unit 01 Unit 01 Unit 01

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Questions Questions Questions Questions Questions Questions

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Unit 01
Total Six Sigma Information Recovery
Chapter 01 Total View of Six Sigma. 72
Chapter 02 Total View of Data. 78

Unit 01
01
1- Six Sigma as a problem solving
Methodology.
2- Six Sigma DPMO Defects Per Million
Chapter Opportunities.
3- Six Sigma DMAIC Methodology.
4- Six Sigma Normal Distribution.
Total View of Six Sigma.
5- From Normal Distribution to Control
Charts.
01:
Six Sigma as a problem
solving Methodology
Six Sigma Is a
D problem solving Methodology
Defects
by Bill Smith
Errors E For Eliminating

Defects, Errors, Problems, Crises, Disasters
Problems P To reduce process variation
And improve working conditions,
Crises C To provide a better response to
customers' needs.
Disasters D
DPMO
Data Classification DMAIC
International Scale
Data based analysis
Real-world problem
Control System Let Us
Think !!!
Assigning
Process focused analysis
Team analysis
Training
Root cause(s)
Control
Impact of the process sigma
01:
Six Sigma Focus Area solving Methodology
01: Six Sigma as a problem solving Methodology
The DFSS
FUTURE DEFECTS AND ERRORS.
Six Sigma
DMAIC
CURRENT DEFECTS AND ERRORS.
The …… of Six Sigma is a business improvement approach that

01 seeks to find and eliminate causes of current defects and errors.
A DMAIC.
B DFSS
C Kaizen.
D 5S.
02 seeks to find and eliminate causes of Future defects and errors.
A DMAIC.
B DFSS
C Kaizen.
D 5S.

A DMAIC.
B DFSS
C Kaizen.
D 5S.
A DMAIC.
B DFSS
C Kaizen.
D 5S.
03 ..... It is the unit used to measure problems

A Defects
B Errors
C Problems
D Crises
E Disasters
04 Six sigma based at …….. as an important factor.

A Real-world problem
B Team, Process focused and Data based analysis
C Impact of the Root cause as a process sigma
D All of the Above

A Defects
B Errors
C Problems
D Crises
E Disasters

D All of the Above
02: Six Sigma DPMO Defects Per Million Opportunities

• Six Sigma Is an international scale used as a general standard for
measuring operational processes.
• Six Sigma is working with Different level of DPMO.
Defects Yield
Expected Sigma DPMO / Sigma Defects % Performance Yield %
Defects Per Million
Performance Level Opportunities Percentage per Million Percentage
100 % 1 690000 69% 310000 31%

100 % 2 310000 31% 690000 69%
100 % 3 67000 6.7% 933000 93.3%
100 % 4 6210 0.62% 993790 99.38%
100 % 5 233 0.023% 999767 99.977%
100 % 6 3.4 0.00034% 999997 99.99966%
Bill Smith
05 For 01 Sigma the Defects % is …… and Yield % is ……

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

Defects Yield
Defects Per Million
100 % 1 690000 69% 310000 31%

100 % 2 310000 31% 690000 69%
100 % 3 67000 6.7% 933000 93.3%
100 % 4 6210 0.62% 993790 99.38%
100 % 5 233 0.023% 999767 99.977%
100 % 6 3.4 0.00034% 999997 99.99966%
Bill Smith
11 For 01 Sigma the DPMO per Million is ... and Yield per Million is ….
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 69% 310000 31%

100 % 2 310000 31% 690000 69%
100 % 3 67000 6.7% 933000 93.3%
100 % 4 6210 0.62% 993790 99.38%
100 % 5 233 0.023% 999767 99.977%
100 % 6 3.4 0.00034% 999997 99.99966%
Bill Smith
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997
03: Six Sigma DMAIC Methodology
D MA I C
Define Measure Analyze Improve Control
1- Identify six 1- Collecting 1- Identify (Xs) 1- Identify 1- Develop Control
sigma problem. Data Solutions (Ss). System.
2- Analyzing Xs 2- Test Solutions.
2- Form Six 2- Conduct tests to and allocate the 3- Refine Solutions 2- Control Plan,
Sigma team. know the extent of Root Cause (RC). and allocate the mentor the process
the problem, Root Solution (RS). to ensure Stability.
4- Solution 1. Monitor,
Implementation. 2. Identify Special Cause,
A- Pilot. 3. Eliminate
B- Full-Scale. 4. Monitor
02 02 02 04 02
17 We identify the six sigma problem at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control
18 We form a team to solve the six sigma at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
19 We Conduct tests to know the extent of the problem at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control
20 We Collect Data regarding the found problem at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
21 Identification of problem causes (Xs) of the problem (Y) at.. phase.

A Define
B Measure
C Analyze
D Improve
E Control
22 We allocate the Root Cause of Six Sigma problem at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
23 We identify and test solution at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control
We implement solution at pilot & full scale for the six sigma
24 problem at ……. phase.
A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
A Define
B Measure
C Analyze
D Improve
E Control
at Improve phase we should test the solution first at….

25 implementation.
A Pilot
B Full scale
C Department Scale
D Company Scale
We mentor the process to ensure that the problem does not recur
26 at ……. phase.
A Define
B Measure
C Analyze
D Improve
E Control
at Improve phase we should test the solution first at….

25 implementation.
A Pilot
B Full scale
C Department Scale
D Company Scale
A Define
B Measure
C Analyze
D Improve
E Control
We ensure the stability of the level of improvement achieved at
27 ……. phase.
A Define
B Measure
C Analyze
D Improve
E Control
28 We create control system based at …….
A Type of Data
B Time of Data
C Effect of Data
D Speed of Data
We ensure the stability of the level of improvement achieved at
27 ……. phase.
A Define
B Measure
C Analyze
D Improve
E Control
28 We create Control System based at …….
A Type of Data
B Time of Data
C Effect of Data
D Speed of Data
29 The Last phase of DMAIC is……. phase.

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
04: Six Sigma Normal Distribution
6 Standard Deviations - 6 Sigma Levels
The sigma in the term 'six sigma' stands for Standard deviation
Normal Distribution is :
Normal Distribution
Mean and
Median are 6
Equal 5
4
3
can be
explained 2
by it is mean 1
and variance
%68.27
%95.45
Data have a %99.73
fixed numbers %99.9937
around +- 01 %99.999943
STDEV from the Mean %99.9999998

Normal Distribution
Mean and 6
Median are %99.9999998 6
Equal 5
5
%99.999943 4
can be 3
4
explained
%99.9937 2
by it is mean
and variance 3 1
%99.73
%68.27
%95.45
Data have a 2
%99.73
%95.45
around +- 01 1
%99.999943

%99.9999998
30 In Normal Distribution …….. and ……. are Equal.

A Mean and Median
B Mean and Range
C Mean and Standard Deviation
D Mean and Mode
31 ...... Is the percentage of data allocated within +- 01.

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A Mean and Median
B Mean and Range
D Mean and Mode

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%
05: From Normal Distribution to Control Charts
Control Charts

Identifies Data variation
Control charts are graphical
representations of the variation
in a process over time.
Dr. Walter Andrew Shewhart - 1920
Control Charts – will tell you what kind of Variation You have !!!
Control Phase – is completely taken from the
(Control Charts of Dr. Walter Andrew Shewhart – 1920).
05: From normal distribution to control charts

Control Charts
Mean
Common Cause Variation Special Cause Variation

As long as, all data is between the (UCL & LCL) it is One Point Outside Limit.
• (Process within Common Cause Variation - Process In • Now we have (Process within Special Cause Variation -
control - Process Stable - Process Under Control) Process Out of Control Point - Process unstable).
• Our Goal of control phase is to return this data point
between the (UCL & LCL)
What is the Difference between Control Limit and specification Limit?

Control Limits are from the data. Specification Limits is given by customer expectation.
Kano Model: Prioritize customer requirements

How you reach to your Customer Satisfaction, Customer Specification Limits, opportunities, PPM.
Delighters Satisfiers
No penalty for not doing The better we do, the
them However, if you do happier the customer is
them, you get bonus points (Plane gets to the destination on time)
CUSTOMER'S WANTS Must Be

• Must Be, Lower Specification Limits / LSL The better I do, the less
• Satisfiers, Upper Specification Limits / USL. dissatisfied the customer is.
• Delighters (e.g., airlines get no credit for
getting bags to you on-time)
Customer Satisfaction
Calculate your Sigma Level from
USL & LSL
Excel

USL & LSL
A customer requested 1000 spare parts with a Maximum Length of 5.5 CM for part, and
34 Minimum Length of 4.5 CM for part, a continuous sample data was collected from your
production lines was (Mean=5.1), (STDEV.S=0.2), what is your operation Sigma Level
A 2.50
B 3.50
C 4.50
D 5.50
With a process Upper Side Capability (CPU)=02 and Lower Side Capability (CPL)=01 ,
35 What is your operation Sigma Level.
A 2.50
B 3.50
C 4.50
D 5.50

USL & LSL
A 2.50
B 3.50
C 4.50
D 5.50
With a process Upper Side Capability (CPU)=02 and Lower Side Capability (CPL)=01 , hat
35 is your operation Sigma Level.
A 2.50
B 3.50
C 4.50
D 5.50
Variance
Student’s 01 Marks are (72,73,76,76,78) and Student’s 02 Marks are
36 (67,72,76,84,76), which student have better performance ???
A Student 01
B Student 02
C Equal
D None of the above
Variance
A Student 01
B Student 02
C Equal
D None of the above
Group Activity
With your team,

1-Choose An Operation Problem.
2- Prioritize your customer requirements using Kano
Model (Must Be – Satisfiers – Delighters)
3- Draw your customer’s USL & LSL.
4- Draw your Process actual UCL & LCL.
5- Compare your Customer’s USL & LSL and your
Process UCL & LCL to allocate the (Defects).
6- Calculate your Current Process Sigma Level.
37 ……. are generated from the data.

A Control Limits
B Specification Limits
C Common Cause Variation
D Special Cause Variation
38 ……. are generated from the customer expectation.

A Control Limits

A Control Limits

A Control Limits
39 As long as, all data is between the (UCL & LCL) it is ...
A Process within Common Cause Variation
B Process In & Under Control
C Process Stable
D All of the above
40 If long as, one or more points are outside limit.

A Process within Special Cause Variation
B Process Out of Control Point
C Process unstable.
D All of the above
C Process Stable
D All of the above

C Process unstable.
D All of the above
To effectively monitor any process,
the values are used to evaluate During Control phase, we need
(The process Mean and Standard Deviation),
these will establish the control limits for Individual and ranges.
Control chart
Monitor any
35
points that
30
moving out
U.C.L- (3s)
of control.
25
20
Eliminate
Identify the
Mean causes to
15 special cause
make the
for variation
10 process in
control.
5
L.C.L- (3s)
0
To effectively monitor any process, the values are used to

41 evaluate are ….
A process Mean and process Standard Deviation.
B process Median and process Range.
C process Mode and process Standard Deviation.
D All of the above
42 During Control phase, we need to ….

A Monitor any points that moving out of control.
B Identify the special cause for variation.
C Eliminate those causes to make the process in control
D All of the above

D All of the above

D All of the above
When it comes to creating control charts, it's
35 generally good to collect data in Subgroups,
if possible.
30 U.C.L- (3s)
25
But
sometimes gathering subgroups of
20 measurements isn't an option.
Mean
15
10 It might cause
a Long Cycle
Time.
5 Production
L.C.L- (3s) volume may be
Too Low.
0 Measurements
may be too
Expensive.
Control Charts
Excel
43 In control chart we use ….. Formula to calculate UCL.
A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).
44 In control chart we use ….. Formula to calculate LCL.

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).
Control Charts
Excel
A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).
Continuous / Variable Data Discrete / Attribute Data
We have 07 different Control

charts based on the type of Data.
01 02 03
04 05 06 07
Ratio and Interval - Variable and Continuous

sometimes gathering data in subgroups of measurements

45 isn't an option because
A Measurements may be too Expensive
B Production volume may be Too Low
C It might cause a Long Cycle Time
D All of the above
Ratio and Interval Scale of measurements are based on

46 ……….. type of data
A Discrete and Attribute
B Discrete and Continuous
C Variable and Continuous
D Continuous and Attribute

D All of the above

Control chart to display a process mean and its outer

47 limits. In such a chart, what does UCL stand for?
A Upper Cycle Length
B Upper Control Limit
C Upper Cycle Limit
D Upper Control Length

48 limits. In such a chart, what does LCL stand for?
A Lower Cycle Length
B Lower Control Limit
C Lower Cycle Limit
D Lower Control Length

C Upper Cycle Limit

C Lower Cycle Limit
49 We choose type of control chart based on …..

A Type of Data
B Number of Six Sigma Team
C Control duration
D Time of data collection.
50 Who is credited with inventing control charts

A Taiichi Ohno and Shigeo Shingo
B Paul and Joseph Galvin
C Jack Welch
D Dr. Walter Andrew Shewhart

A Type of Data
C Control duration

C Jack Welch
51 …… working with Continuous Data into Subgroup Size 01.

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
52 …… working with Continuous Data into Subgroup Size (02-08).

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
53 …… working with Continuous Data into Subgroup Size (  8).

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
54 …… working with Discrete Data at Constant Defective Level.

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
53 …… working with Continuous Data into Subgroup Size (  8).

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
55 …… working with Discrete Data at Non-Constant Defective Level.

A NP - Chart
B P-Chart
C C-Chart
D U-Chart
56 …… working with Discrete Data at Constant Defects Level.

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart
57 …… working with Discrete Data at Non-Constant Defects Level.

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

01
1- IMR Chart
(Individual Values – Moving Range)
The I-MR is a really Two Charts In One.
At the top of the graph is an Individuals (I) chart,
which plots the values of each individual observation,
and provides a means to assess process center.
At The bottom part of the graph is a Moving Range
(MR) chart, which plots process variation as
calculated from the ranges of two or more successive
observations.
The Green Line on each chart represents The Mean, while the Red Lines show the Upper And Lower
Control limits. The (in-control) process shows only random variation within the control limits.
An (out-of-control) process has unusual variation, which may be due to the presence of special causes.
IMR Chart determine When to Improve.

1- IMR Chart / (Individual Values – Moving Range)
THE TOP IS THE BOTTOM IS

AN INDIVIDUALS (I) A MOVING RANGE (MR)
CHART, CHART,
which plots the values which plots process
of each individual variation as calculated
01 observation, from the ranges of two or
IMR Chart and provides a means to more successive
assess process center. observations.
Individual Values
&
Moving Range The (in-control) process
THE GREEN LINE ON shows only random
EACH CHART variation within the
REPRESENTS THE control limits.
MEAN, The (out-of-control)
while the Red Lines show process has unusual
the Upper And Lower variation, which may be
Control limits. due to the presence of
special causes.
IT IS REALLY TWO CHARTS IN ONE.

I-MR chart has THREE Main Uses:
Even very stable processes have some variation,
01
and when you try to fix minor fluctuations in a process you can actually
MONITORING cause instability.
THE I-MR chart alert you to changes that reveal a problem you should address.
(STABILITY)
OF A PROCESS.
When you change an unstable process, you can't accurately assess the
02
effect of the changes.
DETERMINING I-MR chart can confirm (or deny) the stability of your process before you
WHETHER THE implement a change.
PROCESS IS STABLE
AND READY TO BE
IMPROVED.
03 Need to show that a process has been improved? Before-and-after

I-MR charts can provide that proof.
DEMONSTRATING
THE IMPROVED
PROCESS
PERFORMANCE.
IMR Chart determine When to Improve.
58 we use ……… for Monitoring the STABILITY of a Process

A IMR Chart.
B X-Bar and R-Chart.
C X-bar and S-Chart.
D NP Control Chart.
we use ……….for Determining whether a process is stable

59 and ready to be improved in general “ When to Improve?”.
A IMR Chart.
D NP Control Chart.

A IMR Chart.
D NP Control Chart.

59 and ready to be improved in general determine When to
Improve.
A IMR Chart.
D NP Control Chart.
60 we use ……. for Demonstrating Improved Process Performance.

A IMR Chart.
D NP Control Chart .
To control data with Individual Values & Moving Range we use

61 is ……..
A IMR Chart.
D NP Control Chart.

A IMR Chart.

61 is ……..
A IMR Chart.
D NP Control Chart.

01 02
Used To
01
plot the process Mean and
process Range.
02
X-Bar -
02
review the Process Variation R-Chart
which must be in control Range
to understand correctly.
03
Necessary to know,
When to investigate a process
for causes of variation.
X Bar - R Chart determine when to Investigate A Process

The control chart type, we use …….to plot the process

62 Mean and process Range
A IMR Chart.
We use ….. to know when to investigate a process for

63 causes of variation.
A IMR Chart.
D NP Control Chart.

A IMR Chart.

A IMR Chart.
D NP Control Chart.

01 02 03
X-bar and S chart is used to
01
monitor
processes for
LARGE
SAMPLE SIZE
02
03 The X-chart
plot the process
X Bar - S Chart MEAN or
Standard AVERAGE
Deviation CHANGE in
process over
TIME.
03
The S-chart
plot the process
STANDARD
DEVIATION of
the process
over the time.
The control chart type, we use to monitor processes for

64 Large Sample Size is …..
A IMR Chart.
The control chart type, we use to plot the process mean or

65 average change in process over time …..
A IMR Chart.

A IMR Chart.

A IMR Chart.

01 02 03
04
NP control chart is used to
determine if
THE NUMBER OF DEFECTIVE ITEMS
IN A GROUP OF ITEMS IS
CONSISTENT OVER TIME.
04
NP - Chart
YES/NO
Type of variation
There are only two possible outcomes

Either the (item is defective / NO) or it is (not defective / Yes).
The control chart type, we use to look at variation in

66 YES/NO type attributes data is ….
A IMR Chart.
In ……there are only two possible outcomes either the

67 (item is defective / NO) or it is (not defective / Yes).
A IMR Chart.

A IMR Chart.

A IMR Chart.
…. is used to determine if the number of defective items in

68 a group of items is consistent over time.
A IMR Chart.

A IMR Chart.

01 02 03
04 05
Each item on the chart has only two possibilities Pass or Fail.
05
P-Chart
PASS OR FAIL
used in statistical quality control

to graph proportions of defective
items.
‫مراقبة الجودة اإلحصائية لرسم نسب العناصر المعيبة‬
we use ……to statistical quality control to graph proportions of

69 defective items (Pass or Fail).
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

01 02 03
04 05 06
06
C-Chart
SUBGROUPS
With The
SAME SIZE
Used with data

Collected In Subgroups That Are The Same Size.
70 we use …… with data collected in subgroups that are the same size
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

01 02 03
04 05 06 07
It assumes that
Units Can Have More Than A Single Defect.
07
U-Chart
UNEQUALLY
Of
Sample size
Used to
Used when
Monitor the Total
counting defects
Count of
and
defects per unit
The sample
in different
size are different.
samples of size.
we use …… when counting defects and the sample size are

71 different
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
we use …… to monitor the Total Count of defects per unit in

72 different samples of size
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

71 different
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
TYPE OF CONTROL CHARTS
Data Type Classification Control Chart Description
IMR Chart Stability / whether the process is stable and ready
01 Subgroup Size 01 Individual Values and
to be improved / improved process performance
Moving Range
Continuous X Bar-R Chart Process mean & range / process variation / when
02 Subgroup Size (02-08)
Variable Data Mean and process Range. to investigate a process for causes of variation
X Bar-S Chart Large sample size / process mean over time /
03 Subgroup Size ( 8) Mean And Standard
process standard deviation over time .
Deviation
Yes/No type of variation / (item is defective / NO)

NP – Chart or it is (not defective / Yes)/ determine if the
04 Defective / Constant
YES/NO number of defective items in a group of items is
consistent over time.
P-Chart Pass or fail / statistical quality control to
05 Discrete Defective / Non-Constant
PASS / FAIL graph proportions of defective items.
Attribute Data C-Chart
06 Defects / Constant subgroups Subgroups with the same size
with the Same Size
U-Chart Counting defects unequally of sample size /

07 Defects / Non-Constant subgroups Monitor the total count of defects per unit in
with Different Size different samples of size.
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
150
Unit 01

Unit 01
Total Six Sigma Information Recovery.
02
01- Data Types
02- Data Variation
03- Seven Quality Tools.
Chapter 04- Problem Solving Tree

05- Six Sigma Belts & Related Projects.
Total View of Data.

01: Data Types
• Knowing the difference between Data Types is a critical

for the success of the Six Sigma projects.
Discrete Data Continuous Data
(Attribute Data) (Variable Data)
1- Data that can be measured using the same scales
1- Data that cannot be broken into smaller parts or equipment
2- It is all discontinuous data 2- Data that can be broken down into smaller pieces
and still makes sense.
6 5 4 3 2 1 6 5 4 3 2 1
Debatable
Percentage Ordinal Nominal Count Binomial
Topic Data Time Price Hight Weight Distance Temperature
Data Data Data Data Data
95/5
73 …… cannot be broken into smaller parts.
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
74 …… can be measured using the same scales or equipment

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
75 …… can be broken down into smaller pieces and still makes sense
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, sending your team to

76 collect time of defects it is considered…………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

77 trace prices of products it is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, sending your team to collect

78 Data regarding different buildings height it is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

79 different product weight in sample it is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

80 Data regarding distance between buildings it is considered ………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, you received a complaint from

81 machine high temperature, you have to send your team to
collect …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, you received a complaint from

81 machine high temperature, you have to send your team to
collect …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, needing your customers

82 satisfaction is a must, sending your team to collect a Yes/No
survey is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, sending your team to count

83 number of staff within the company is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, sending your team to list

84 names of staff is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
85 size of product (Small – Medium – Large) it is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
86 if you have uncertainty about the types of data it is considered …

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

87 Percentage of staff absentees is considered …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
02: Data Variation
• Knowing the difference between Data Variation is a critical

Types of Data Variation Characteristics

• Lots of causes
Common Cause Variation • Always Present • Each with very little effect
Falls Into • Expected and Normal • Difficult to identify
(Inherent & Variability). • Difficult to eliminate
• Few causes
Special Cause Variation • They appear very rarely
• Few with large effect
Falls Into • Not Always Present
• Easier to identify
(Assignable & Pattern Categories) • Unexpected Not Normal
• Easier to eliminate
88 ….. Always Present, Expected and Normal.

A Common Cause Variation.
B Special Cause Variation
C Continuous Data
D Discrete Data
89 ……. they appear very rarely, unexpected and unnatural.

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
90 Common Cause Variation is …

A Lots of causes and Each with very little effect
B Difficult to identify
C Difficult to eliminate
D All of the above.
91 Special Cause Variation is …

A Few causes and Few with large effect
B Easier to identify
C Easier to eliminate
D All of the above.

D All of the above.

D All of the above.
92 ….. Falls Into (Inherent & Variability).

A Common Cause Variation
C Continuous Data
D Discrete Data
93 ….. Falls Into (Assignable & Pattern Categories).

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
02: Data Variation
Why is knowing the type of Variation important?
• Help to define an improvement strategy.
• It tells us whether the process is stable or unstable.
• Actions under the influence of common causes are stable.
• Actions under the influence of Special Causes are unstable.
• Unstable actions lead to customer dissatisfaction.
94 Knowing the type of variation is important for ……

A Help to define an improvement strategy.
B It tells us whether the process is stable or unstable.
C Unstable actions lead to customer dissatisfaction.
D All of the above.
95 Process under the influence of …………are unstable

A Common Cause.
B Special Cause
C Continuous Data
D Discrete Data

D All of the above.

A Common Cause.
B Special Cause
C Continuous Data
D Discrete Data
03: Seven Quality Tools.
Cause and Effect /

Fish Bone / Pareto Control
Scatter Plot Flow Chart Check Sheet Histogram
Ishikawa Analysis Charts
Diagram
Fishbone Diagram
How to build a Fishbone Diagram
‫الطريقة‬ ‫االلة‬ ‫المواد‬ 1- Find possible causes to solve the problem
Method Machine Material From (brainstorming) put it into a table.
2- Classify the causes according to the 6M causes in
the table.
3- Classify the causes according to the control in the
table.
4- Put the problem you came up with in the
identification stage on top of the fish
5- Distribute the reasons under the related 6M
elements on the drawing
6- Describe each (M) according to Influence and
Control.
‫القياس‬ ‫القوى العاملة‬ ‫الطبيعة االم‬ Cause and Effect /

Measurement Manpower Mother Nature Fish Bone / Ishikawa
Diagram / M Diagram
Excel
Fishbone diagram
is not for root cause,
Need the 05 Whys Analysis
Whys Analysis (5 Whys Analysis)
In the 1960s, Washington DC officials in charge of the Jefferson Memorial feared, Jefferson's statute would
be damaged by constantly washing off bird droppings.
Their plan was to encase the statue in a thick layer of plastic costing $1200 for the encasement and
$200/year to maintain.
Because the constant cleaning of the
Auditor use the 5-7 Whys Why encase the statue in plastic?
statue will quickly deteriorate it.
Analysis. Because the birds in here leave

Why does it need to be cleaned so Often?
droppings on it.
Because they are attracted to all the

Why are there so many birds?
spiders in here.
Because the spiders are after the flies

Why are there so many spiders?
that come in the night from the basin.
Because the flies are attracted to the

Why are there so many flies?
lights of the memorial at night.
Auditor now I know the Root Why is the light attracting the flies to Because it is the first light starts after
Cause of the problem ! the statue? dark
The auditor bought a $2 device to delay the statue lights until 30 minutes after dark. The flies were attracted to other light sources
so the spiders and birds left and it was no longer necessary to encase the statue.
…. Is another name for cause and effect diagram and fish

96 bone diagram.
A Histogram
B Scatter Plot
C Pareto Analysis
D Ishikawa
In fishbone diagram, the more affects the less impact of

97 the particular cause.
A true
B false

96 bone diagram.
A Histogram
B Scatter Plot
C Pareto Analysis
D Ishikawa

A true
B false
Fishbone Diagram
Provides a systematic way of looking at effects and the cause that contributes to those effects.
01- Method 03- Machine 05- Materials

6 Causes 02- Measurement 04- Man/Manpower 06- Mother Nature
1- Method (Process): Any potential cause related to
an ineffective process, procedure, policy, or their implementation.
2- Measurement: Any potential cause related to
ways of data collection or classified.
3- Machines (Equipment): Any potential cause related to
the physical equipment, machines performance.
4- Man/Manpower (Personnel): Any potential cause related to
human issues.
5- Material: Any potential cause related to
variation in process due to inputs spare parts, or outputs finished production.
6- Mother Nature (Environment): Any potential cause related to
an uncontrollable external or environmental condition.
….. Is any potential cause related to variation in process

98 due to inputs spare parts, or outputs finished production.
A Method
B Measurement
C Machines
D Material
….. Is any potential cause related to ways of data

99 collection or classification.
A Method
B Measurement
C Machines
D Material

A Method
B Measurement
C Machines
D Material

A Method
B Measurement
C Machines
D Material
In Fishbone Diagram the 6M’s stand for Methods,………..

100 Machine, Man, Mother Nature and Materials.
A Measurements
B Merger
C Management
D Medical
101 Man/Manpower is one of the 06 ……. Of Fish Bone diagram

A Causes
B Effects
C Classifications
D None of the above.

A Measurements
B Merger
C Management
D Medical

A Causes
B Effects
C Classifications
Seven Quality Tools / Minitab.

Cause and Effect /
Flow Check
Fish Bone / Ishikawa Scatter Plot Pareto Analysis Histogram Control Charts
Chart Sheet
Diagram
1- Add the 6 Ms List to
Minitab sheet.
2- Stat - Quality Tools -
Cause and Effect
1- Add the List to
3- Change the labels of 1- Add the List to Minitab 1- IMR Chart
Minitab sheet.
(Manpower and Mother 1- Add the List to sheet. 2- X Bar - R Chart
2- Graph –
Nature) Minitab sheet. 2- Stat – Quality tools – 3- X Bar - S Chart
Histogram
4- Click on empty cause 2- Graph – Pareto Chart 4- NP Chart
3- choose with fit
5- Double click to choose Scatterplot 3- Defects or attribute Data 5- P Chart
– choose the
the data from the left 7- OK in = Problem Name 6- C Chart
frequency
window 7- OK 7- U Chart
7- OK
6- Title (Fish Bone
Diagram for staff
performance)
7- OK
Cause and Effect

/ Fish Bone /
Ishikawa
1- Cause and Effect / Fish Bone /
Ishikawa Diagram / M Diagram
1- Add the 6 Ms List to Minitab sheet.
2- Stat - Quality Tools - Cause and Effect
3- Change the labels of (Manpower and Mother Nature)
4- Click on empty cause
5- Double click to choose the data from the left window
6- Title (Fish Bone Diagram for staff performance)
7- OK
Scatter Plot or Scatter Diagram
Scatter Plot is a Graphical tool used to plot continuous X and continuous Y
It tells us about the relationship between two variables. helps us in
estimating the degree and the direction of correlation between two variables
Interpretation of the scatter Diagram
1. Positive correlation (Xs Increase / Y Increase).
2. Perfect/strong Positive correlation (Xs Increase / Y Strong Increase).
3. Negative correlation (Xs Increase / Y Decrease).
4. Perfect/strong Negative correlation (Xs Increase / Y Strong Decrease).
5. Absence of correlation (No relationship between X & Y).
6. Limited Degree of correlation (The current Xs has small degree of correlation /
Many Xs are missing).
Excel Scatter Plot Used For Forecasting Data

A hospital with 1000 beds is facing a patients' admission problem, a root

cause of (number of available beds in the hospital) was found,
data calculated as the following, when
1- (X=1000 / number of patients' complaint =0)
2- (X=810 / number of patients' complaint=7)
102 3- (X=760 / number of patients' complaint=25)
what is the expected number of patients' complaint - in case of 45 beds
available only?
A 125
B 135
C 145
D 155

available only?
A 125
B 135
C 145
D 155
Excel
In a Scatter Plot if we increase health prevention measures as

103 potential Xs to decrease the spread of disease Y, it is indicator of
……. Relation between X and Y.
A Positive
B Negative
C Absence
D Limited
In the scatterplot we found that more untrained technicians as

104 potential Xs the industrial accident rates increasing Y, this is an
indication of……. The relationship between X and Y.
A Positive
B Negative
C Absence
D Limited

A Positive
B Negative
C Absence
D Limited

A Positive
B Negative
C Absence
D Limited
Scatterplot
2- Scatterplot
1- Add the List to Minitab sheet.
2- Graph – Scatterplot
3- Add both Y and X in the white column.
4- OK
Flow Chart
‫التحديد‬ ‫التحليل‬
=
Define Analyze
‫ للجودة‬7 ‫االدوات ال‬
1/3- Define 7 Tools of Quality
Process Map ‫مخطط تدفق االجراءات‬

Flow Chart
Flow Charts are pictorial representations of a process.

By Breaking down the process in various steps, flow chart can be useful in identifying where error are likely to occur in the process
It also help us in analyzing the Non Value added step which if removed will increase the efficiency of the process
Flow Chart ‫مخطط تدفق االجراءات‬
Sequence Activities: process involves taking the activities and

sequencing them in the order in which the work will be performed.
The result is a Flow Chart (also referred to as a Network Diagram),

which is illustrated in figure below.
Start End
The Network Diagram shows just dependencies (Logical Relationships).

105 The result of a flow chart is also referred to as a …

A Network Diagram
B Ishikawa
C Scatter Plot
D Pareto Analysis
It is process involves taking the activities and sequencing them

106 in the order in which the work will be performed
A Sequence Activities
B Data Analysis
C Team assembling
D All of the above.
105 The result 0f a flow chart is also referred to as a …

A Network Diagram
B Ishikawa
C Scatter Plot
D Pareto Analysis

B Data Analysis
C Team assembling
D All of the above.
Logical Relationship between activities
01- Start-to-start (SS). A logical relationship in which a successor activity cannot

start until a predecessor activity has started.
Example: You must start designing and wait for two weeks' lag in order to have
enough of the design completed to start coding.
Activity A Design
Start-to-start (SS). Start-to-start (SS).
Activity B Code
02- Start-to-finish (SF). A logical relationship in which a successor activity cannot

finish until a predecessor activity has started.
Example: a new accounts payable system (successor) has to start before the old
accounts payable system can be shut down (predecessor).
Activity A New Accounts
Start-to-finish (SF). Start-to-finish (SF).
Activity B Old Accounts
The SF relationship is very rarely used

03- Finish-to-start (FS). A logical relationship in which a successor activity cannot

start until a predecessor activity has finished.
Example: You must finish digging a hole before you can start the next activity of
planting a tree.
Finish-to-start (FS)
Activity A Activity B
Digging Hole Planting Tree
• FS is the most commonly used type of precedence relationship.

04- Finish-to-finish (FF). A logical relationship in which a successor activity

cannot finish until a predecessor activity has finished.
Example: You must finish testing before you can finish documentation.
Activity A Testing
Finish-to-finish (FF) Activity B Finish-to-finish (FF) Documentation

Start-to-start (SS).
Activity A Design
Activity B Code
Start-to-finish (SF).
Activity A Activity B Old Accounts Planting Tree
Finish-to-finish (FF)
Activity A Testing
Activity B Documentation
A logical relationship in which a successor activity cannot start

107 until a predecessor activity has started
A Start-to-start (SS).
B Start-to-finish (SF).
C Finish-to-start (FS).
D Finish-to-finish (FF).
A logical relationship in which a successor activity cannot

108 finish until a predecessor activity has started.



109 until a predecessor activity has finished.

110 finish until a predecessor activity has finished.


Sequence Activities : Tools and Techniques
Precedence Diagramming Method (PDM)
• PDM is a technique used for constructing a schedule model in which
activities are represented by nodes (or boxes )and arrows show
activity dependencies.
• A Predecessor Activity is an activity that logically comes before a
dependent activity in a schedule.
• A Successor Activity is a dependent activity that logically comes after
another activity in a schedule.
• PDM includes four types of dependencies or logical relationships. ( FS,
FF, SS, SF)
• The SF relationship is just included to present a complete list of the
PDM relationship types.
a technique used for constructing a schedule model in which

111 activities are represented by nodes (or boxes) and arrows show
A PPM
B Gantt Chart
C PDM
D SIPOC
is an activity that logically comes before a dependent activity in

112 a schedule.
A Predecessor Activity
B Successor Activity
C Precedence Diagramming Method
D Relationship

A PPM
B Gantt Chart
C PDM
D SIPOC

112 a schedule.
D Relationship
is a dependent activity that logically comes after another

113 activity in a schedule.
D Relationship
114 PDM includes ……. dependencies or logical relationships.

A Start-to-start (SS) & Start-to-finish (SF).
B Finish-to-start (FS) & Finish-to-finish (FF).
C A&B
D None of the above

D Relationship

C A&B
D None of the above
115 ……. is the most commonly used type of precedence relationship.

116 The …… relationship is very rarely used



117 In Analyze phase, Process Map called .........

A Process Map
B Flow Chart
C Gantt chart
D Milestone
118 …… helps us in analyzing the Non-Value-added step

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Process Map
B Flow Chart
C Gantt chart
D Milestone

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
Pareto Analysis
20% of the causes, cause 80% of the
problems
80% of your consequences will come from
20% of the causes
80% of your Sales will come from 20% of
lui Wilfredo Pareto your customers.
The Pareto Analysis can be used as a basis when (ANALYZING EFFICIENCY FACTORS / ANALYZING
QUALITY FACTORS SPECIFIC ACTIVITY / FOCUS ON SOME INFLUENCING FACTORS THAN
FOCUSING ON EVERYONE) for a particular activity, the purpose of which is to improve results.
According to the Pareto curve, which is the minimum correct selection of the most important actions,
we obtain a significant part of the total result. and that Further improvements are
ineffective and may be unjustified.
Excel
In Pareto analysis, the percentage is calculated by dividing the

119 ..... Number by .....
A Category / Data Validation
B Control / Not Control
C Cumulative / Total Frequency
D Parts / Percentage
In Pareto analysis, once we allocate the root cause further

120 improvements are ineffective and may be unjustified.
A True
B False

119 ..... Number by .....

A True
B False
We use …… when we need to focus on some influencing factors

121 than focusing on everyone.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
122 …… can be used when analyzing quality factors specific activity

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
150
Unit 01

Unit 01
Total Six Sigma Information Recovery.
02
01- Data Types
02- Data Variation
03- Seven Quality Tools.
Chapter 04- Problem Solving Tree

05- Six Sigma Belts & Related Projects.
Total View of Data.

Pareto Analysis
3- Pareto Analysis
2- Stat – Quality Tools – Pareto Chart
3- Add Y to (Defects or attributes data in)
4- Add Frequency to ( Frequency In)
5- OK
Check Sheet
5- Check Sheet format also lends
1- Check Sheet is one of the seven
itself nicely to collecting data in
quality tools.
sub-groups which can be useful.
2- Check Sheet is also called

6- Check Sheet is a table used for
TALLY SHEET- CHECKLIST -
counting and comparing the
AUDIT SHEET – EVALUATION
numbers of multiple classes of a
SHEET.
data set.
3- Check Sheet is a form
(document) used to collect data in
Real Time at the location, where
the data is generated.
4- Check Sheet used to collect data

quickly and efficiently since
filling a chart with marks is much
speedier than writing words.
…… used to collect data in real time at the location, where the

123 data is generated.
A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above
…… is a table used for counting and comparing the numbers of

124 multiple classes of a data set.
A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above
Histogram is a
graphical representation of the data,
It's easy to understand and provide the easiest way to evaluate the
distribution of the data.
It divides the data in different Bins ( Class Interval or Range).
Histogram provide us with Valuable Information about:
• Spread of the data
• Central behavior of the data
Excel
When we need to know information about the central behavior

125 of the data, we use …
A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis
126 Histogram is based on …….

A Data Skewness
B Data Validation
C Data Frequency
D Data Labels

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Data Skewness
B Data Validation
C Data Frequency
D Data Labels
When we need to know information about the spread of the

127 data, we use …
A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis
Histogram
4- Histogram
2- Graph – Histogram
3- Choose the Frequency
4- OK
Control Charts
Progress to Time
Control Charts works at 3 Sigma
To build Control Charts we need 02 inputs.
1- Data Mean = Total Value / Number of Value =AVERAGE ( )
2- Data Standard Deviation =STDEV ( )
Important - are these measurements for all data or for a sample of data?
1 General =STDEV
2 Population = STDEV. P
3 Sample = STDEV. S
Excel
128 …… it is reviewing progress over time

A Flow Chart
B Check Sheet
C Control Charts
D Histogram
As a master black belt, if you need to create a control chart for a

data sample, you need to calculate the mean and standard
129 deviation of the data, which of the following equations will you
use in your control chart.
A = STDEV
B = STDEV.P
C = STDEV.S
D All of the above

A Flow Chart
B Check Sheet
C Control Charts
D Histogram
As a master black belt, if you need to create a control chart for a

A = STDEV
B = STDEV.P
C = STDEV.S
D All of the above
Summary of Seven Quality Tools.
Analyze - Identification of X's
Cause and Effect /
Pareto Control
Fish Bone / Scatter Plot Flow Chart Check Sheet Histogram
Analysis Charts
Ishikawa
Provides a systematic Analyze the Breaking down the Analyzing the Collect data in A graphical Reviewing
way of looking at Relationship process into various efficiency factors real time at representation Progress Over
effects and the cause (correlation) steps, for a particular work location. of the data. Time .
that contributes to between X activity. Noticing the Graphical
those effects. and Y. Identifying where Spread of the Representations
error are likely to Root Cause 20% of data. of the variation
Used For occur in the process the causes, cause in a process..
Forecasting Non Value added step. 80% of the Central
Data problems. Behavior of the Control Charts
data. will tell you
Evaluate the what kind of
distribution of Data variation
the data. you have.
All of these are Directional tools Not a Decision making tool

……. Provides a systematic way of looking at effects and the
130 cause that contributes to those effects.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
131 …… Analyze the relationship (correlation) between X and Y.

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
132 …… Used for forecasting data

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
……. breaking down the process into various steps, identifying

133 where error are likely to occur in the process Non-Value-added
step.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
134 …… Analyze the efficiency factors for a particular activity

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

step.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
135 …….. Collecting data in real time at work location

A Fish Bone
B Check Sheet
C Histogram
D Control Charts
136 Histogram is …….

A A graphical representation of the data
B Noticing the spread and evaluate the distribution of the data
C Identify the central behavior of the data.
D All of the above

A Fish Bone
B Check Sheet
C Histogram
D Control Charts

D All of the above
…….. is a graphical representation of the variation in a process
137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
138 …….. It will tell you what kind of variation you have .
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
139 Seven Quality tools are decision making tools not directional tools
A True
B False
137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A True
B False
Seven Quality Tools /
Minitab.

2-8 8
Sample Size Sample Size Sample Size Sample Size

Minitab / Assistant / before/After Control chart
X bar-R X bar-S
2-8 8+
Control Chart
1- IMR Chart
1- I MR Chart
2- Stat – Control Charts
3- choose (Variable with Individuals)
4- IMR chart.
5- Add variable column to variable
6- OK
Nelson )08(
Control Chart Rules of Special
Cause Variation ,
for Continuous Data & and DD.
Video
Control Chart
2- X Bar - R Chart
2- X Bar - R Chart
3- choose (Variable Charts with Subgroup)
4- Xbar-R….
5- Choose(observation )
6- at the white box (click the Subgroup data (Shift) and Last,
then select
7- Xbar-R options / Tests / Perform all tests for special cause
8- OK
Control Chart
3- X Bar - S Chart
3- X Bar - S Chart
3- choose (Variable Charts with Subgroup)
4- Xbar-S….
5- Choose(Observation for a subgroup)
6- at the white box (click the Subgroup data (Shift) and Last,
then select
7- Xbar-R options / Tests / Perform all tests for special cause
8- OK
Seven Quality Tools / Minitab
Type of Samples
Constant Non Constant
1- Constant / Fixed 2- Non Constant / Variable

Samples Samples Defats C U
Date Sample Size Date Sample Size
Defective NP P
01-Jan 10 01-Jan 11
02-Jan 10 02-Jan 20
03-Jan 10 03-Jan 23
04-Jan 10 04-Jan 22
05-Jan 10 05-Jan 13
06-Jan 10 06-Jan 17
07-Jan 10 07-Jan 27
08-Jan 10 08-Jan 16
09-Jan 10 09-Jan 11
10-Jan 10 10-Jan 19
11-Jan 10 11-Jan 23
12-Jan 10 12-Jan 10
13-Jan 10 13-Jan 26
14-Jan 10 14-Jan 16
Control Chart
4- NP Chart
4- NP Chart
2- Stat - Control Chart - Attributes Charts – NP
3- Variable (Defects) - Subgroup - (Sample Size)
4- NP-Chart Options - Test - choose all- OK-OK
Control Chart
5- P Chart
5- P Chart
2- Stat - Control Chart - Attributes Charts – P
3- Variable (Defects) – Subgroup size (Sample Size)
4- P-Chart Options - Test - choose all- OK-OK
Control Chart
6- C Chart
6- C Chart
2- Stat - Control Chart - Attributes Charts – C
3- Variable (Defects)
4- C-Chart Options - Test - choose all- OK-OK
Control Chart
7- U Chart
7- U Chart
2- Stat - Control Chart - Attributes Charts – U
3- Variable (Defects) – Subgroup size (Sample Size)
4- U-Chart Options - Test - choose all- OK-OK
Control phase
The Control Phase is the last phase in the DMAIC cycle of 6 Sigma
Control phase in more about sustaining the improvement which has been done
Sustain improvement once the new solution is implemented-” Hold The Gains.”
Monitor the process on an ongoing basis and activate Proactive Measures.
The Control Phase is the Transition From Project To Process

Problem Solving Tree
Zone 4: New Development, New
6 production Line, business improvement
approach that seeks to find and eliminate
causes of Future defects and errors. DFSS
6 Zone 3: Making Complex Improvements

(DMAIC)
Zone 02: Make Small Continuous

Improvements by using Kaizen
Lean
Zone 01: Always start from here to start
improvement actions.
The objectives of Zone 1: are to identify the
obvious problem with known solutions.
8D
The results here are fast, productive and
satisfactory to the management, 8D
Tree Diagram is a JDI Problem Solver
At Problem Solving Tree we use ….. Approach with obvious problem

140 (Ground Fruits).
A J.D.I – Just do it.
B Kaizen
C DMAIC
D DFSS
At Problem Solving Tree we use ….. Approach with Small
141 Continuous Improvements needed problem (Low Hanging Fruits).
B Kaizen
C DMAIC
D DFSS

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS
At Problem Solving Tree we use ….. Approach with Complex

142 Improvements needed problem (Bulk of Fruits).
B Kaizen
C DMAIC
D DFSS
At Problem Solving Tree we use ….. Approach for business
143 improvement approach that seeks to find and eliminate
causes of Future defects and errors (Sweetest Fruits).
B Kaizen
C DMAIC
D DFSS

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS
Type of Sampling
1- Random Sampling:
• Every choice has an equal and known chance of being
chosen.
Benefits of random sampling

A- Unbiased
B- Real representation of population
C- Simple
D- Economical
2- Systematic Sampling
It is often used for random sampling, but in an orderly manner
without knowing the result
Sample Size
Analyze phase and control phase have Different Sample Size !!
Sample Size in Minitab
1- Stat- Power and sample Size – Sample Size for estimation
2- If the Data (Continuous Data) – parameter - Mean (Moral)
3- If the Data (Discrete Data) – parameter - Proportion (Binomial)
4- Proportion: Sample STDIV of 100 samples.
5- Normally we collect standard Deviation for 50 Sample as
Minimum Calculation standard = Add (0.5)
6- Decide with the management the margin of error = (0.5)
7- Option: choose the confidence level. 95.0
8- OK - OK
Excel
Master Black Belt Six Sigma Belts &
General Managers
Upper Management Green Belt Related Projects.
LSSMBB Country- Supervisors,
Based Project. Team Leaders,
(Lower Management).
LSSGB Department-Base
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
(Middle Management).
LSSBB Company-Base
Project. Yellow Belt
Six Sigma Project
The Six Sigma project Staff Members,
Required for All
is a Team Work Project ! Entry Level Staff.
Six Sigma Team

1- Champion, Owns vision of the organization, Executive leadership, CEO 4- Green Belts
• Setting up the vision for implementing Six Sigma • Supports Black Belts by
• Where do you start six sigma, participating in project teams
• Identifies and scopes project. • Lead a Department base
projects, One per Department
• Develops deployment and Strategy, Supports cultural change
will be enough.
• Identity, coach and develop master black belt
• There is no belt for this level, it's an honorary rank,
5- Yellow Belts
2- Master Black Belts Proficient In The Process
• Six Sigma Team members
• Trains and coaches Black, Green, and Yellow Belts. • Supports all other Belts by
• Lead a country base projects, One per organization will be enough. participating in project teams.
• They collect Data.
3- Black Belts
• Supports Master Black Belts, and Trains and coaches Green, and Yellow
Belts. Lead a Company base projects, One per Division will be enough.
144 The Project at Lean Six Sigma Green Belt is a…….

A Department-Base Project
B Organization-Base Project
C Country-Base Project
145 The Project at Lean Six Sigma Black Belt is a…….

A Department-Base
B Company-Base
C Country-Base


A Department-Base
B Company-Base
C Country-Base
146 The Project at Lean Six Sigma Master Black Belt is a…….
A Department-Base
B Company-Base
C Country-Base
D All of the above.
147 Yellow Belt certification Is Mandatory For ….

A Entry Level Positions
B Supervisors, Team Leaders, (Lower Management).
C Department Managers (Middle Management).
D General Managers (Upper Management).
A Department-Base
B Company-Base
C Country-Base
D All of the above.

148 Yellow and Green Belt certifications are Mandatory For …

Yellow, Green and Black Belt certifications are

149 Mandatory For …


150 The 6 Sigma project is an individual task project.

A Yes.
B No.
C Sometimes.

A Yes.
B No.
C Sometimes.
150
Unit 01

01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
Answers of
Days (01 + 02 + 03)
(Unit 01)
Questions

A DMAIC.
B DFSS
C Kaizen.
D 5S.
A DMAIC.
B DFSS
C Kaizen.
D 5S.
The DFSS
Six Sigma
DMAIC

A DMAIC.
B DFSS
C Kaizen.
D 5S.
A DMAIC.
B DFSS
C Kaizen.
D 5S.
The DFSS
Six Sigma
DMAIC

A DMAIC.
B DFSS
C Kaizen.
D 5S.
A DMAIC.
B DFSS
C Kaizen.
D 5S.

A Defects
B Errors
C Problems
D Crises
E Disasters

D All of the Above
01:
solving Methodology
Six Sigma Is a
D problem solving Methodology
Defects
by Bill Smith
Errors E For Eliminating

Defects, Errors, Problems, Crises, Disasters
Problems P To reduce process variation
And improve working conditions,
Crises C To provide a better response to
customers' needs.
Disasters D

A Defects
B Errors
C Problems
D Crises
E Disasters

D All of the Above
DPMO
Data Classification DMAIC
International Scale
Data based analysis
Real-world problem
Control System Let Us
Think !!!
Assigning
Process focused analysis
Team analysis
Training
Impact of the Root cause(s)
Impact of the process sigma Control
01:
Six Sigma Focus Area solving Methodology

A Defects
B Errors
C Problems
D Crises
E Disasters

D All of the Above

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

Defects Yield
Defects Per Million
100 % 1 690000 69% 310000 31%

100 % 2 310000 31% 690000 69%
100 % 3 67000 6.7% 933000 93.3%
100 % 4 6210 0.62% 993790 99.38%
100 % 5 233 0.023% 999767 99.977%
100 % 6 3.4 0.00034% 999997 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310,000 31%

100 % 2 310000 / M 31% 690,000 69%
100 % 3 67000 / M 6.7% 933,000 93.3%
100 % 4 6210 / M 0.62% 993,790 99.38%
100 % 5 233 / M 0.023% 999,767 99.977%
100 % 6 3.4 / M 0.00034% 999,997 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310,000 31%

100 % 2 310000 / M 31% 690,000 69%
100 % 3 67000 / M 6.7% 933,000 93.3%
100 % 4 6210 / M 0.62% 993,790 99.38%
100 % 5 233 / M 0.023% 999,767 99.977%
100 % 6 3.4 / M 0.00034% 999,997 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310,000 31%

100 % 2 310000 / M 31% 690,000 69%
100 % 3 67000 / M 6.7% 933,000 93.3%
100 % 4 6210 / M 0.62% 993,790 99.38%
100 % 5 233 / M 0.023% 999,767 99.977%
100 % 6 3.4 / M 0.00034% 999,997 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 6.7% / 93.3%
D 0.62% / 99.38%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%

A 69% / 31%
B 31% / 69%
C 0.023% / 99.977%
D 0.00034% / 99.99966%
11 For 01 Sigma the DPMO is ... and Yield per Million is ….

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310,000 31%

100 % 2 310000 / M 31% 690,000 69%
100 % 3 67000 / M 6.7% 933,000 93.3%
100 % 4 6210 / M 0.62% 993,790 99.38%
100 % 5 233 / M 0.023% 999,767 99.977%
100 % 6 3.4 / M 0.00034% 999,997 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

Defects Yield
Defects Per Million
100 % 1 690000 / M 69% 310000 / M 31%

100 % 2 310000 / M 31% 690000 / M 69%
100 % 3 67000 / M 6.7% 933000 / M 93.3%
100 % 4 6210 / M 0.62% 999790 / M 99.38%
100 % 5 233 / M 0.023% 999767 / M 99.977%
100 % 6 3.4 / M 0.00034% 999997 / M 99.99966%
Bill Smith

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A 690000 / 310000
B 310000 / 690000
C 67000 / 933000
D 6210 / 993790
E 233 / 999767
F 3.4 / 999997

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
the problem. Root Solution (RS). to ensure Stability.
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Define
B Measure
C Analyze
D Improve
E Control
23 We identify and test solutions at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control
A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02
23 We identify and test solutions at ……. phase.

A Define
B Measure
C Analyze
D Improve
E Control
A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control
A Define
B Measure
C Analyze
D Improve
E Control
at Improve phase we should Implement the solution first at….

25 scale.
A Pilot
B Full
C Department
D Company
A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

25 scale.
A Pilot
B Full scale
C Department Scale
D Company Scale
A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
sigma problem. Data Solutions (Ss). System
02 02 02 04 02

25 scale.
A Pilot
B Full scale
C Department Scale
D Company Scale
A Define
B Measure
C Analyze
D Improve
E Control
We ensure the stability of the level of improvement
27 achieved at ……. phase.
A Define
B Measure
C Analyze
D Improve
E Control
28 We create control system based at …….
A Type of Data
B Time of Data
C Effect of Data
D Speed of Data
D MA I C
02 02 02 04 02
A Define
B Measure
C Analyze
D Improve
E Control
A Type of Data
B Time of Data
C Effect of Data
D Speed of Data
D MA I C
02 02 02 04 02
A Define
B Measure
C Analyze
D Improve
E Control
A Type of Data
B Time of Data
C Effect of Data
D Speed of Data

A Define
B Measure
C Analyze
D Improve
E Control
D MA I C
02 02 02 04 02

A Define
B Measure
C Analyze
D Improve
E Control

A Mean and Median
B Mean and Range
D Mean and Mode

A 68.27%
B 95.45%
C 99.73%
D 99.9937%
Normal Distribution
Mean and 6
Median are %99.9999998 6
Equal 5
5
%99.999943 4
can be 3
4
explained
%99.9937 2
by it is mean
%99.73
%68.27
%95.45
Data have a 2
%99.73
%95.45
around +- 01 1
%99.999943

%99.9999998

A Mean and Median
B Mean and Range
D Mean and Mode

A 68.27%
B 95.45%
C 99.73%
D 99.9937%
Normal Distribution
Mean and 6
Median are %99.9999998 6
Equal 5
5
%99.999943 4
can be 3
4
explained
%99.9937 2
by it is mean
%99.73
%68.27
%95.45
Data have a 2
%99.73
%95.45
around +- 01 1
%99.999943

%99.9999998

A Mean and Median
B Mean and Range
D Mean and Mode

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%
Normal Distribution
Mean and 6
Median are %99.9999998 6
Equal 5
5
%99.999943 4
can be 3
4
explained
%99.9937 2
by it is mean
%99.73
%68.27
%95.45
Data have a 2
%99.73
%95.45
around +- 01 1
%99.999943

%99.9999998

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%
Normal Distribution
Mean and 6
Median are %99.9999998 6
Equal 5
5
%99.999943 4
can be 3
4
explained
%99.9937 2
by it is mean
%99.73
%68.27
%95.45
Data have a 2
%99.73
%95.45
around +- 01 1
%99.999943

%99.9999998

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

A 68.27%
B 95.45%
C 99.73%
D 99.9937%

USL & LSL
A 2.50
B 3.50
C 4.50
D 5.50
A 2.50
B 3.50
C 4.50
D 5.50
A customer requested 1000 spare parts with a Maximum Length of 5.5 CM for part, and Minimum
Length of 4.5 CM for part, a continuous sample data was collected from your production lines
was (Mean=5.1), (STDEV.S=0.2), what is your operation Sigma Level.

USL & LSL
A 2.50
B 3.50
C 4.50
D 5.50
A 2.50
B 3.50
C 4.50
D 5.50
With a process Upper Side Capability (CPU)=02 and Lower Side Capability (CPL)=01,
What is your operation Sigma Level.

USL & LSL
A 2.50
B 3.50
C 4.50
D 5.50
A 2.50
B 3.50
C 4.50
D 5.50

A Student 01
B Student 02
C Equal
D None of the above

(67,72,76,84,76), which student have better performance ???

A Student 01
B Student 02
C Equal
D None of the above

A Control Limits

A Control Limits

Control Charts
Mean



A Control Limits

A Control Limits

Control Charts
Mean



A Control Limits

A Control Limits
C Process Stable
D All of the above

C Process unstable.
D All of the above

Control Charts
Mean

• Now we have (Process within Special Cause Variation -
(Process within Common Cause Variation - Process Process Out of Control Point - Process unstable).
In control - Process Stable - Process Under Control) • Our Goal of control phase is to return this data point

C Process Stable
D All of the above

C Process unstable.
D All of the above

Control Charts
Mean

(Process within Common Cause Variation - Process Process Out of Control Point - Process unstable).

C Process Stable
D All of the above

C Process unstable.
D All of the above

D All of the above

D All of the above
To effectively monitor any process,
the values are used to evaluate During Control phase, we need
(The process Mean and Standard Deviation),
these will establish the control limits for
Monitor any
Individual and ranges.
points that
moving out
Control chart
35 of control.
30 U.C.L- (3s)
25
Eliminate
Identify the
20 causes to
special cause
Mean make the
15
for variation
process in
10
control.
5
L.C.L- (3s)
0

D All of the above

D All of the above
D MA I C
A- Pilot. 3. Eliminate.
B- Full-Scale. 4. Monitor.
02 02 02 04 02
To effectively monitor any process, the initial phase the

41 values are used to evaluate the ….
D All of the above

D All of the above

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

A =Mean+(3*STDV).
B =Mean-(3*STDV).
C =Range+(3*STDV).
D =Mean/(3*STDV).

D All of the above

When it comes to creating control charts, it's
35 generally good to collect data in Subgroups,
if possible.
30 U.C.L- (3s)
But
Sometimes gathering SUBGROUPS
25
20 of measurements isn't an option.

Mean
15
10 It might cause
a Long Cycle
Time.
5 Production
L.C.L- (3s) volume may be
Too Low.
0 Measurements
may be too
Expensive.

D All of the above


01 02 03
04 05 06 07
Ratio and Interval - Variable and Continuous


D All of the above


C Upper Cycle Limit

C Lower Cycle Limit

Control Charts
Mean

As long as, all data is between the (Upper Control One Point Outside Limit.
Limit - UCL & Lower Control Limit - LCL) it is (Process Process Out of Control Point - Process unstable).
within Common Cause Variation - Process In control - • Our Goal of control phase is to return this data point
Process Stable - Process Under Control) between the (UCL & LCL)


C Upper Cycle Limit

C Lower Cycle Limit

Control Charts
Mean

As long as, all data is between the (Upper Control One Point Outside Limit.
Limit - UCL & Lower Control Limit - LCL) it is (Process Process Out of Control Point - Process unstable).
within Common Cause Variation - Process In control - • Our Goal of control phase is to return this data point
Process Stable - Process Under Control) between the (UCL & LCL)


C Upper Cycle Limit

C Lower Cycle Limit

A Type of Data
C Control duration

C Jack Welch

01 02 03
04 05 06 07
Ratio and Interval Variable and Continuous


A Type of Data
C Control duration

C Jack Welch
05: From Normal Distribution to Control Charts
Control Charts

Identifies Data variation
Control charts are graphical
representations of the variation
in a process over time.
Dr. Walter Andrew Shewhart - 1920

Control Charts – will tell you what kind of Variation You have !!!
Control Phase – is completely taken from the

(Control Charts of Dr. Walter Andrew Shewhart – 1920).

A Type of Data
C Control duration

C Jack Welch

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
Moving Range
Deviation

with the Same Size


A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
Moving Range
Deviation

with the Same Size


A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
53 …… working with Continuous Data into Subgroup Size ( 8).

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
Moving Range
Deviation

with the Same Size


A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart
Moving Range
Deviation

with the Same Size


A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A IMR Chart
B X Bar - R Chart
C X Bar - S Chart
D NP - Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart
Moving Range
Deviation

with the Same Size


A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart
Moving Range
Deviation

with the Same Size


A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A NP - Chart
B P-Chart
C C-Chart
D U-Chart
Moving Range
Deviation

with the Same Size


A NP - Chart
B P-Chart
C C-Chart
D U-Chart

A IMR Chart.
D NP Control Chart.

59 and ready to be improved in general determine When to
Improve.
A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.
D NP Control Chart.

A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.
D NP Control Chart.

A IMR Chart.
D NP Control Chart.

A IMR Chart.

61 is ……..
A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

61 is ……..
A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

61 is ……..
A IMR Chart.
D NP Control Chart.

A IMR Chart.

A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.
D NP Control Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.
D NP Control Chart.

A IMR Chart.

A IMR Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.

A IMR Chart.

A IMR Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.

A IMR Chart.
Moving Range
Deviation

with the Same Size


A IMR Chart.

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
Moving Range
Deviation

with the Same Size


A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
Moving Range
Deviation

with the Same Size

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

71 different
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
Moving Range
Deviation

with the Same Size


71 different
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
Moving Range
Deviation

with the Same Size


71 different
A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .

A IMR Chart.
B P-Chart.
C C-Chart.
D U Chart .
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


(Variable Data)
(Attribute Data)
or equipment
1- Data that cannot be broken into smaller parts
2- Data that can be broken down into smaller pieces
2- It is all discontinuous data
6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

1- Data that can be measured using the same
1- Data that cannot be broken into smaller parts
scales or equipment
2- It is all discontinuous data
2- Data that can be broken down into smaller pieces
6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

2- It is all discontinuous data 2- Data that can be broken down into smaller
pieces and still makes sense.
6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
As a Six Sigma project manager, you received a complaint

81 regarding machine high temperature, you have to send your
team to collect …………
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types

6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause
01: Data Types


6 5 4 3 2 1 6 5 4 3 2 1
Debatable
95/5

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

A Continuous Data
B Discrete Data
C Common Cause
D Special Cause

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
02: Data Variation


• Lots of causes
Falls Into
(Inherent & Variability). • Expected and Normal • Difficult to identify
• Difficult to eliminate
• Few causes

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
02: Data Variation


• Lots of causes
• Few causes
(Assignable & Pattern Categories) • Unexpected Not Normal • Easier to eliminate

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data

D All of the above.

D All of the above.
02: Data Variation


• Lots of causes
• Few causes

D All of the above.

D All of the above.
02: Data Variation


• Lots of causes
• Few causes

D All of the above.

D All of the above.

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
02: Data Variation


• Lots of causes
Common Cause Variation
• Always Present • Each with very little effect
Falls Into
• Expected and Normal • Difficult to identify
• Few causes

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data
02: Data Variation


• Lots of causes
• Few causes

C Continuous Data
D Discrete Data

C Continuous Data
D Discrete Data

D All of the above.

A Common Cause.
B Special Cause
C Continuous Data
D Discrete Data
02: Data Variation
Why is knowing the type of Variation important?
• Help to define an improvement strategy.
• It tells us whether the process is stable or unstable.
• Actions under the influence of common causes are stable.
• Actions under the influence of Special Causes are unstable.
• Unstable actions lead to customer dissatisfaction.

D All of the above.

A Common Cause.
B Special Cause
C Continuous Data
D Discrete Data

Control Charts
Mean

(Process within Common Cause Variation - Process
Process Out of Control Point - Process unstable).


D All of the above.

A Common Cause.
B Special Cause
C Continuous Data
D Discrete Data

96 bone diagram.
A Histogram
B Scatter Plot
C Pareto Analysis
D Ishikawa

A True
B False
03: Seven Quality Tools.
Cause and Effect /

Fish Bone / Pareto Control
Scatter Plot Flow Chart Check Sheet Histogram
Ishikawa Analysis Charts
Diagram

96 bone diagram.
A Histogram
B Scatter Plot
C Pareto Analysis
D Ishikawa

A True
B False
The More
Impact
Causes
The More
Affects
Effects

96 bone diagram.
A Histogram
B Scatter Plot
C Pareto Analysis
D Ishikawa

A True
B False

A Method
B Measurement
C Machines
D Material

A Method
B Measurement
C Machines
D Material
Fishbone Diagram

human issues.

A Method
B Measurement
C Machines
D Material

A Method
B Measurement
C Machines
D Material
Fishbone Diagram

human issues.

A Method
B Measurement
C Machines
D Material

A Method
B Measurement
C Machines
D Material

A Measurements
B Merger
C Management
D Medical

A Causes
B Effects
C Classifications
Fishbone Diagram

human issues.

A Measurements
B Merger
C Management
D Medical

A Causes
B Effects
C Classifications
Fishbone Diagram

human issues.

A Measurements
B Merger
C Management
D Medical

A Causes
B Effects
C Classifications

available only?
A 125
B 135
C 145
D 155
Scatter Plot
Scatter Plot Used For Forecasting Data

available only?
A 125
B 135
C 145
D 155

A Positive
B Negative
C Absence
D Limited

A Positive
B Negative
C Absence
D Limited


A Positive
B Negative
C Absence
D Limited

A Positive
B Negative
C Absence
D Limited


A Positive
B Negative
C Absence
D Limited

A Positive
B Negative
C Absence
D Limited
105 The Result of a flow chart is also referred to as a …

A Network Diagram
B Ishikawa
C Scatter Plot
D Pareto Analysis

B Data Analysis
C Team assembling
D All of the above.

The Result of a Flow Chart (also referred to as a Network Diagram),

Start End


A Network Diagram
B Ishikawa
C Scatter Plot
D Pareto Analysis

B Data Analysis
C Team assembling
D All of the above.

The Result of a Flow Chart (also referred to as a Network Diagram),

Start End


A Network Diagram
B Ishikawa
C Scatter Plot
D Pareto Analysis

B Data Analysis
C Team assembling
D All of the above.


02

01

01- Start-to-start (SS). A logical relationship in which a successor activity cannot

start until a predecessor activity has started.
Example: You must start designing and wait for two weeks' lag in order to have
enough of the design completed to start coding.
Activity A Design
Start-to-start (SS). Start-to-start (SS).
Activity B Code



02 D Finish-to-finish (FF).

01 108 finish until a predecessor activity has started.






02 A logical relationship in which a successor activity cannot start

01 A Start-to-start (SS).


planting a tree.




02 D Finish-to-finish (FF).

01 110 finish until a predecessor activity has finished.
04- Finish-to-finish (FF). A logical relationship in which a successor activity

cannot finish until a predecessor activity has finished.
Example: You must finish testing before you can finish documentation.
Activity A Testing
Finish-to-finish (FF) Activity B Finish-to-finish (FF) Documentation



…. It is a technique used for constructing a schedule model in

111 which activities are represented by nodes (or boxes) and arrows
show activity dependencies.
A PPM
B Gantt Chart
C PDM
D SIPOC

112 a schedule.
D Relationship
FF, SS, SF)

A PPM
B Gantt Chart
C PDM
D SIPOC

112 a schedule.
D Relationship
FF, SS, SF)

A PPM
B Gantt Chart
C PDM
D SIPOC

112 a schedule.
D Relationship

D Relationship

C A&B
D None of the above
FF, SS, SF)

D Relationship

C A&B
D None of the above
• PDM includes four types of dependencies or logical relationships.
(FS, FF, SS, SF)

D Relationship

C A&B
D None of the above



planting a tree.








A Process Map
B Flow Chart
C Gantt chart
D Milestone

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
Flow Chart
=
Define Analyze

Flow Chart

By Breaking down the process in various steps, flow chart can be useful in identifying where error are likely to occur in the process
It also help us in analyzing the Non Value added step which if removed will increase the efficiency of the process

A Process Map
B Flow Chart
C Gantt chart
D Milestone

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
Flow Chart
=
Define Analyze

Flow Chart

By Breaking down the process in various steps, flow chart can be useful in identifying where
error are likely to occur in the process
It also help us in analyzing the Non Value added step which if removed will increase the
efficiency of the process

A Process Map
B Flow Chart
C Gantt chart
D Milestone

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

119 ..... Number by .....

A True
B False
Pareto Analysis

119 ..... Number by .....

A True
B False
Pareto Analysis
problems
20% of the causes
we obtain a significant part of the total result. and that Further improvements are
ineffective and may be unjustified.

119 ..... Number by .....

A True
B False

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
Pareto Analysis
problems
20% of the causes
we obtain a significant part of the total result. and that Further improvements are ineffective and may
be unjustified.

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis
Pareto Analysis
20% of the causes, cause 80% of the problems
20% of the causes
QUALITY FACTORS SPECIFIC ACTIVITY / FOCUS ON SOME INFLUENCING FACTORS THAN FOCUSING ON
EVERYONE) for a particular activity, the purpose of which is to improve results.
According to the Pareto curve, which is the minimum correct selection of the most important actions, we
obtain a significant part of the total result. and that Further improvements are ineffective and
may be unjustified.
Excel
when we need to focus on some influencing factors than

121 focusing on everyone
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above
Check Sheet
quality tools.
2- CHECK SHEET is also called

6- Check Sheet is a table used for
counting and comparing the
AUDIT SHEET – EVALUATION
SHEET.
data set.
3- Check Sheet is a form


A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above
Check Sheet
quality tools.
2- Check Sheet is also called

AUDIT SHEET – EVALUATION 6- Check Sheet is a table used for
SHEET. counting and comparing the
3- Check Sheet is a form data set.


A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Check Sheet
B Tally sheet
C Audit sheet
D Checklist
E All of the above

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Data Skewness
B Data Validation
C Data Frequency
D Data Labels
Histogram is a
Excel

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Data Skewness
B Data Validation
C Data Frequency
D Data Labels
Histogram is based on Data Frequency

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Data Skewness
B Data Validation
C Data Frequency
D Data Labels

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis
Histogram is a
Excel

A Ishikawa
B Scatter Plot
C Histogram
D Pareto Analysis

A Flow Chart
B Check Sheet
C Control Charts
D Histogram
As a major black belt, if you need to create a control chart for a

A = STDEV
B = STDEV.P
C = STDEV.S
D All of the above

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
effects and the cause (correlation) steps, for a particular work location. of the data Time &
that contributes to between X Identifying where activity. Spread of the Graphical
those effects. and Y. error are likely to Root Cause 20% of data. Representations
occur in the process the causes, cause Central of the variation
Used For Non Value added step. 80% of the Behavior of the in a process..
Forecasting problems. data. Control Charts
Data Evaluate the will tell you
distribution of what kind of
the data. Data variation
you have.
All of these are directional tools not a decision making tool


A Flow Chart
B Check Sheet
C Control Charts
D Histogram
As a Master black belt, if you need to create a control chart for a

A = STDEV
B = STDEV.P
C = STDEV.S
D All of the above
Control Charts
Progress to Time
Control Charts works at 3 Sigma
To build Control Charts we need 02 inputs.
1- Data Mean = Total Value / Number of Value =AVERAGE ( )
2- Data Standard Deviation =STDEV ( )
Important - are these measurements for all data or for a sample of data?
1 General =STDEV
2 Population = STDEV. P
3 Sample = STDEV. S
Excel

A Flow Chart
B Check Sheet
C Control Charts
D Histogram
As a Master black belt, if you need to create a control chart for a

A = STDEV
B = STDEV.P
C = STDEV.S
D All of the above
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
you have.

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
you have.

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
you have.

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

step.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
that contributes to between X activity. Spread of the Graphical
those effects. and Y. Identifying where Root Cause 20% of data. Representations
error are likely to the causes, cause Central of the variation
Used For occur in the process 80% of the Behavior of the in a process..
Forecasting Non Value added step. problems. data. Control Charts
you have.


step.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
that contributes to between X activity. Spread of the Graphical
those effects. and Y. Identifying where data. Representations
error are likely to Root Cause 20% of Central of the variation
Used For occur in the process the causes, cause Behavior of the in a process..
Forecasting Non Value added step. 80% of the data. Control Charts
Data problems. Evaluate the will tell you
you have.


step.
A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Ishikawa
B Scatter Plot
C Flow Chart
D Pareto Analysis

A Fish Bone
B Check Sheet
C Histogram
D Control Charts

D All of the above
Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
effects and the cause (correlation) steps, for a particular work location. of the data. Time &
that contributes to between X activity. Graphical
those effects. and Y. Identifying where Noticing the Representations
error are likely to Root Cause 20% of Spread of the of the variation
Used For occur in the process the causes, cause data. in a process..
Forecasting Non Value added step. 80% of the Central Control Charts
Data problems. Behavior of the will tell you
data. what kind of
Evaluate the Data variation
distribution of you have.
the data.


A Fish Bone
B Check Sheet
C Histogram
D Control Charts

D All of the above
Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
effects and the cause (correlation) steps, for a particular work location. of the data. Time &
Control Charts
Data problems. Behavior of the
will tell you
data.
what kind of
Evaluate the Data variation
distribution of you have.
the data.


A Fish Bone
B Check Sheet
C Histogram
D Control Charts

D All of the above
137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Yes
B No
Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
data. will tell you
the data. you have.

137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Yes
B No
Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
data. will tell you
the data. you have.

137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A True
B False
Cause and Effect /
Pareto Control
Analysis Charts
Ishikawa
data. will tell you
the data. you have.
All of these are Directional tools Not a Decision making tool

137 over time.
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A Fish Bone
B Check Sheet
C Histogram
D Control Charts
A True
B False

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS

(DMAIC)

Lean
8D

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS

(DMAIC)

Lean
8D

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS

(DMAIC)

Lean
8D

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS

(DMAIC)

Lean
8D

B Kaizen
C DMAIC
D DFSS
B Kaizen
C DMAIC
D DFSS


A Department-Base
B Company-Base
C Country-Base
General Managers
LSSMBB Country-
Supervisors,
Based Project.
Team Leaders,
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All


A Department-Base
B Company-Base
C Country-Base
General Managers
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All


A Department-Base
B Company-Base
C Country-Base
A Department-Base
B Company-Base
C Country-Base
D All of the above.

Master Black Belt
General Managers
Six Sigma Belts &
Upper Management
LSSMBB Country-
Green Belt Related Projects.
Supervisors,
Based Project.
Team Leaders,
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All
A Department-Base
B Company-Base
C Country-Base
D All of the above.

General Managers
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All
A Department-Base
B Company-Base
C Country-Base
D All of the above.



General Managers
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All


General Managers
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
Six Sigma Project
Required for All



A Yes.
B No.
C Sometimes.
General Managers
(Lower Management).
Project. White Belt
General knowledge
For All Company
Staff
Champions Belt
Business Owners
Black Belt
Department Managers
LSSBB Company-Base
The Six Sigma project Six Sigma Project
Staff Members,
is a Team Work Project ! Required for All

Entry Level Staff.

A Yes.
B No.
C Sometimes.
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
Control Chart / Minitab / with 80% line control
Stat - Quality tools- Pareto Chart

Enter (Y) in the Defat (Error Type /
root cause)
Enter (Xs) in Frequencies (Count)
Do not combine
Double click the chart - Right click –

Add – Reference line – add 80 to the
2nd line
150
Unit 02
Total Lean Management Information Recovery
Chapter 01 Total View of Lean Management . 73
Chapter 02 Waste Management. 77

Unit 02
01
1- Who is credited with inventing Lean.
Chapter 2- Lean Management.

3- Lean Efficiency.
4- Phases of Lean Management.
Total View of Lean Management .
5- Define the Process Value / DPV.
6- Levels of Stress as a result of Staff Waste.
1- who is credited with inventing Lean
Taiichi Ohno Shigeo Shingō

1- Taiichi Ohno
• Taiichi Ohno was a Japanese industrial engineer and
businessman.
• Taiichi Ohno became executive vice president of Toyota in 1975

and retired in 1978 but retained the role of consultant until 1982.
• He wrote the widely read books on manufacturing Toyota

Production System (1978), Workplace Management (1984),
and Just-in-Time for Today and Tomorrow (1988).
• Taiichi Ohno is considered to be the father of the TPS. Toyota Taiichi Ohno
Production System.
1912 - 1990
1- Taiichi Ohno
• Taiichi Ohno implemented the TIMWOODS (Muda)
wastes of Lean as a part of the TPS. Toyota Production
System.
• Taiichi Ohno implemented the cost-saving program of
Toyota.
• Taiichi Ohno created the (JIT) just-in-time methodology,
in which parts are produced only as they are needed and
are delivered to the production Line just prior to their use.
Taiichi Ohno
1912 - 1990
Taiichi Ohno: the Hero of the TPS

Toyota Production System
1- Taiichi Ohno, Taiichi Ohno also known for his “Ten Principles ”
to think and act to win:
1. You are a cost, so your first roll, is to reduce waste.
2. You need First to say, “I can do it.” And try before everything.
3. The workplace is a teacher. You can find answers only in the workplace.
4. Do anything immediately. Starting something right now is the only way to win.
5. Once you start something, persevere with it. Do not give up until you finish it.
6. Explain difficult things in an ETU- manner ( Easy-To-Understand).
7. Waste is hidden. Do not hide it. Make problems visible.
8. Unnecessary Valueless motions, are equal to shortening one’s productivity.
9. Always Re-improve what was improved for further improvement.
10.Wisdom is given equally to everybody. The point is whether one can exercise it.
01 Who is credited with inventing lean?

A Henry Ford (Ford Motor Co.)
B Jack Welch (GE)
C Taiichi Ohno and Shigeo Shingo (Toyota)
D Bill Smith
…….. considered to be the father of the TPS. Toyota

02 Production System
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

B Jack Welch (GE)
D Bill Smith

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
…… implemented the TIMWOODS (Muda) wastes of Lean

03
as a part of the TPS. Toyota Production System.
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
04 …….. implemented the cost-saving program of Toyota

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

03
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
05 …….. created the (JIT) just-in-time methodology

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
As the Taiichi Ohno’s “Ten Principles ” to think and act to

06 win, “You are a cost so your first roll is to………..”.
A Reduce Waste
B Reduce Salary.
C Reduce Staff Cost.
D Reduce working hours.

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Reduce Waste
B Reduce Salary.

07 win, “You need First to say, “I can do it” And………..
A Study the possibilities.
B Try before everything.
C Imagine the results.
D Collect data.
08 win, “The workplace is a ……... You can find answers only
in the workplace.
A Teacher.
B Field of actions.
C Guide.
D Companion.

D Collect data.
in the workplace.
A Teacher.
B Field of actions.
C Guide.
D Companion.

09 win, “Do anything immediately.…. is the only way to win”.
A Plan and Act.
B Starting something right now.
C Plan and organize.
D Experience,
10 win, “Once you start something.…. Do not give up until you
finish it.
A Keep it to yourself.
B post it.
C Persevere with it.
D share it.

A Plan and Act.
D Experience,
finish it.
B post it.
D share it.

11 win, “Explain difficult things in an …….manner”.
A Visual
B ETU- Easy-To-Understand.
C Details
D Total idea
12 win, “Waste is hidden. do not hide it. make problems…..”.
A Unclear
B Measurable
C Visible
D Attainable

A Visual
C Details
D Total idea
A Unclear
B Measurable
C Visible
D Attainable
13 win, “Unnecessary ……..motions, are equal to shortening
one’s productivity”.
A Valueless.
B Value.
C Active.
D Important.

14 win, “Always …….. what was improved for further
improvement”.
A Re-work
B Re-make
C Re-improve
D Re-increase
A Valueless.
B Value.
C Active.
D Important.

improvement”.
A Re-work
B Re-make
C Re-improve
D Re-increase

15 win, “Wisdom is given equally to everybody. The point is
whether one can …….. it”.
A Experience
B Exercise
C Evaluate
D Estimate

A Experience
B Exercise
C Evaluate
D Estimate
2- Shigeo Shingō
• Shigeo Shingo was a Management trainer at the Japan
Management Association (JMA)
• Shigeo Shingo was also consultant focused on the
improvement of factory management, in Industrial engineering
& Business management.
• Since 1969 Shingō got involved in some actions in Toyota
Motor Corporation (Toyota) for the reduction of set-up time
(change of dies) of pressing machines which took him to the
formulation of a specific technique based on operational
analysis,
• Set-up times shortened from 1 to 2 hours (or even half a day) per
each exchange of dies to a rapid setting of a few minutes. Shigeo Shingō
• The method spread out under the English denomination Single
Minute Exchange of Die, SMED. 1909 - 1990
A die
is a specialized machine tool used in manufacturing industries
to cut and/or form material to a desired shape or profile.
2- Shigeo Shingō
• Single-minute Digit exchange of die (SMED) is one of the many Lean
production methods for reducing waste in a manufacturing process.
• SMED Provides a rapid and efficient way of converting a manufacturing
process from running the current product to running the next product.
• SMED rapid changeover is key to reducing production lot sizes and lead to
reducing uneven flow (Mura) production loss and output variability.
• The phrase "single minute" does not mean that all changeovers and startups
should take only one minute, but that they should take less than 10 minutes (in
other words, "single-digit minute").
• Closely associated is a yet more difficult concept, One-Touch Exchange of
Die, (OTED), which says changeovers can and should take less than 100
seconds.
• A die is a specialized machine tool used in manufacturing industries to cut
Shigeo Shingō
and/or form material to a desired shape or profile. However SMED's utility is
not limited to manufacturing 1909 - 1990
2- Shigeo Shingō
• Shigeo Shingō create many innovations related to
Industrial engineering, such as Poka-Yoke and the
Zero Quality Control.
• Shigeo Shingō influenced a lot of fields other than

manufacturing.
• For example, his concepts of SMED, mistake-proofing,

and "zero quality control" (Eliminating the need for
inspection of results) have all been applied in the sales
process engineering. Shigeo Shingō
1909 - 1990
16 As the Shigeo Shingō the reduction of set-up time refers to …..

A Waste Management
B Defects variability
C change of dies
D OEE
The phrase "single minute" of SMED mean that all

17 changeovers and startups should take only ….. minute
A One minute.
B less than one minutes.
C less than 10 minutes.
D More than 10 minutes.

A Waste Management
C change of dies
D OEE

A One minute.
As the Shigeo Shingō specific technique based on

18 operational analysis, called SMED, refer to ….
A Start Maintenance Equality of Die.
B Single Minute Exchange of Die.
C Side Million Error of Die.
D Standard Mean eraser of Die.
…… provides a rapid and efficient way of converting a

19 manufacturing process from running the current product
to running the next product
A DPMO
B PPM
C SMED
D OTED


A DPMO
B PPM
C SMED
D OTED
...... is one of the many Lean production methods for

20 reducing waste in a manufacturing process.
A DPMO
B PPM
C SMED
D OTED
…….. rapid changeover is key to reducing production lot

21 sizes and lead to reducing uneven flow (Mura) production
loss and output variability
A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED
Shigeo Shingō Name is associated more difficult concept,

22 as OTED, it is referring to ….
A Option Touching Equality of Die
B Opportunity Touchdown Error of Die
C One Touch Exchange of Die.
D Opposite Tour Eraser Of Die.
A …… is a specialized machine tool used in manufacturing

23 industries to cut and/or form material to a desired shape
or profile
A Die.
B Live.
C Scissors.
D Cutter.


or profile
A Die.
B Live.
C Scissors.
D Cutter.
24 SMED's utility is limited to Toyota manufacturing.

A Yes
B No
The phrase "One-Touch Exchange of Die" of OTED mean that
25 all changeovers can and should take ………
A One second.
B less than one second.
C less than 100 seconds
D More than 10 seconds.

A Yes
B No
A One second.
2- What is Lean Management ?

Lean is
Identification & Elimination Of Waste
From a process
to increase "EFFICIENCY "
without
compromising on the quality of Product/Service.
• Lean Management helps to optimize the speed of the process.
• Lean Management is all about time to deliver the product or service faster.
Excel
26 … it is identification and elimination of waste from a process

A Six Sigma
B Lean
C 8Ds
D SWOT
27 Lean increase“ ………… "

A Efficiency
B Effectiveness
C Productivity
D Variability

A Six Sigma
B Lean
C 8Ds
D SWOT

A Efficiency
B Effectiveness
C Productivity
D Variability
28 … helps to optimize the speed of the process

A Six Sigma
B Lean
C 8Ds
D SWOT
29 …… is all about time to deliver the product or service faster.

A Six Sigma
B Lean
C 8Ds
D SWOT

A Six Sigma
B Lean
C 8Ds
D SWOT

A Six Sigma
B Lean
C 8Ds
D SWOT
3- What is Lean Efficiency ?
What is Efficiency?
What is Efficiency?
What is Efficiency?
What is Efficiency?
What is Efficiency?
Efficiency
Efficiency
Quality
Safety
Cost
Time
Lean is Identification & Elimination Of Waste From a

30 process to increase " ……………. "
A Quality
B Cost
C Time and Safety
D All of the above.

A Quality
B Cost
C Time and Safety
D All of the above.
Efficiency determines the level of employee performance
The Extra Mile is Exceeding Customer's
4 Extra
Mile Expectations and achieving the extra 05%
Success above Excellent Service.
Quality
Excellent Performance
3
Excellent Cost
Performance Time is the Success of Efficiency above
Safety 75% to 95%.
Quality Good Performance
Good
2
Cost
Time
is the Success of Efficiency only
Performance
Safety up to 75% .
Quality Bad Performance
1 Bad
Performance
Cost
Time
is the failure of One Or More of
Efficiency.
Safety
%80
%10 Excellent
%10
Performance Good Extra Mile
Number of Staff
Lean Improves Efficiency
It is a process improvement methodology which works on the principle Of reducing wastes in a

process thereby “Quality, Cost, Time, Safety“.
Six Sigma Improves Effectiveness

It is a process improvement methodology which works on the principle Of Reducing Variation in a
process by Elimination Of Defects.
This is equivalent to 3.4 defects per million opportunities which is equal to 99.99966% effectiveness.
Defects Yield
DPMO / Sigma
Expected Sigma Defects % Performance Yield %
Defects Per Million
Performance Level Percentage per Million Percentage
Opportunities
100 % 1 690000 69% 310000 31%
100 % 2 310000 31% 690000 69%
100 % 3 67000 6.7% 933000 93.3%
100 % 4 6210 0.62% 993790 99.38%
100 % 5 233 0.023% 999767 99.977%
100 % 6 3.4 0.00034% 999997 99.99966%
Lean is >>
Lean is a systematic, continuous improvement approach, that focuses activities on
reducing waste while aligning them to an overall growth strategy.
Leaders of a Lean organization are dedicated to developing Lean thinkers and a

continuous improvement culture.
A Lean essentially eliminates waste throughout the business.

Waste costs you resources, but adds no value to the customers you serve.
If your non-value-added activities equal 90% of a process; that means only 10% of
what are you doing (your process ) is adds value for your clients.
LEAN BENEFITS
Reduced Cycle Time
Increased Quality
Reduced Costs & Quality
Increased Capacity Potential
Improved Customer Service
Higher Levels of Worker Involvement, Ownership & Commitment
Improved Financial Returns

At Lean Efficiency……..is the failure of one or more of

31 efficiency.
A Bad Performance
B Good Performance
C Excellent Performance
D Extra Mile
At Lean Efficiency……. is the success of efficiency only up to

32 75% .
A Bad Performance
B Good Performance
D Extra Mile

31 efficiency.
A Bad Performance
B Good Performance
D Extra Mile

32 75% .
A Bad Performance
B Good Performance
D Extra Mile
33 At Lean Efficiency…….. is the success of efficiency above 75% to 95%.

A Bad Performance
B Good Performance
D Extra Mile
34 At Lean Efficiency……. exceeding customer's expectations

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile
At Lean Efficiency……. achieving the extra 05% Success

35 above Excellent Service
A Bad Performance
B Good Performance
D Extra Mile
At Lean Efficiency the percentage of excellent staff

36 performance should be …….
A 10%
B 40%
C 60%
D 80%

A Bad Performance
B Good Performance
D Extra Mile

A 10%
B 40%
C 60%
D 80%
At Lean Efficiency the percentage of Good staff performance

37 should be …….
A 10%
B 40%
C 60%
D 80%
At Lean Efficiency the percentage of Extra Mile staff

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%
4- Phases of Lean Management
33
DPV MVS CPF EP SP
Define The Map the Value Create The Process Enable Strive for
Process Value Stream Flow Pull Perfection
04 11 02 02 14
2. Lean Six Sigma 100 Steps Process.

DPV MVS CPF EP SP
DPV MVS CPF EP SP
A- Define The Process Value
1- Calculate Value Added Activities.
2- Calculate Motion in process.
3- Calculate Required Activities.
4- Allocate Waste in process.

DPV MVS CPF EP SP
11
B- Map the Value Stream / VSM B- Map the Value Stream / VSM
1 - Identify Customer 7 - Identify & Patronize Kaizen
2 - Title VSM map with TAKT time & customer 8 - Create Current & Future State Map
3- Lay out process steps. 9- Calculate C/T Cycle Time.
4 - Highlight information flow 10- Calculate Required Activities.
5 - Calculate Rolled (First Pass Yield - FPY) 11- Allocate Waste in process.
6 - Create Time Ladder
DPV MVS CPF EP SP
02
C- Create The Process Flow

1 - Allocating all waiting time
2 - Stages of building a Process map
DPV MVS CPF EP SP
02
Enable Pull
1 - Push Technique
2 - Pull Technique
DPV MVS CPF EP SP
Strive for Perfection 14

1 - TPS - Toyota Production System
Strive for Perfection
2 - Heijunka / Stability / Production Leveling.
9- Process Standardization
3- 5S+1 - Work Leveling
10- OEE Overall Equipment Effectiveness &
4-JIT - Just-In-Time - Single Piece Flow Focus Improvement
5- Jidoka - Kanban 11- POKA YOKE
6- Separate human work from machine work - ANDON 12- Planned Maintenance
7- TPM - Total Productive Maintenance 13- Cleaning Management, Spare Parts.
8- Equipment Life History 14- Implementation of Lean.
DPV MVS CPF EP SP
1- Define the Process Value is:

• is identifying the value of the process in transforming your product or
service to the final product or service.
• Is defining Process Value from the Customer's perspective.
1- Define the Process Value is:
4- Allocating Waste in process.
…… is a Lean Management phase to identify the value of the

39 process in transforming your product or service to the final
product or service.
A Define the Process Value
B Map the Value Stream
C Create the Process Flow
D Pull from the Customer
At Define the Process Value phase of Lean Management
40 defining Process Value should be from the ……. perspective.
A Operation's
B Customer's
C Defects
D Value

product or service.
A Operation's
B Customer's
C Defects
D Value

41 Starting with …...
A Calculate Value Added Activities.
B Calculate Motion in process.
C Calculate Required Activities.
D Allocating Waste in process.

5- Define the Process Value / DPV
How do we know If the process is a waste or not?
Customer Operation
Value Added Non-Value Added Required Un-Required
(VA) (NVA) Activity Activity
1. Value Added is any process that Your customers are willing to pay for this activity.
2. Any process That doesn't lead to customer production Directly for him it is unimportant and a Non-
Value Added.
3. If this process or activity involve or linked directly or indirectly or support with transforming the
product or service, Or Your system cannot work without it, It is Needed for Operation it is Required.
4. If the process or activity removed from the production cycle and the product or service fail or delayed
or affected it is Required.
5. If the process or activity removed from the production cycle and the product or service did not
affected or delayed, Your system can work without it, “TIMWOODS” It is not Needed for Operation or it
is Un-Required
Customer
Value Added Non-Value Added
(VA) (NVA)
WASTE
Required Un-Required
Activity Activity
Operation
To identify the Value Added process or activity we

42 communicate with ....
A Operation's
B Customer's
C Defects
D Value
To identify the Required process or activity we communicate

43 with ....
A Operation's
B Customer's
C Defects
D Value

A Operation's
B Customer's
C Defects
D Value

43 with ....
A Operation's
B Customer's
C Defects
D Value
Value Added is any process that your ……..are willing to pay

44 for this activity.
A Operations
B Customers
C Defects
D Value
……..is any process that Your customers are willing to pay for
45 this activity.
A Value Added
B Non-Value Added
C Required
D Un-Required

A Operations
B Customers
C Defects
D Value
45 this activity.
A Value Added
B Non-Value Added
C Required
D Un-Required
46 Required is any process that your …….. Cannot operate without it.
A Operations
B Customers
C Defects
D Value
47 …. is any process that your Operations Cannot operate without it.

A Value Added
B Non-Value Added
C Required
D Un-Required
A Operations
B Customers
C Defects
D Value

A Value Added
B Non-Value Added
C Required
D Un-Required
any process that doesn't lead directly to customer production for

48 him it is a ……...
A Value Added
B Non-Value Added
C Required
D Un-Required
If the process or activity involve directly or indirectly or support
49 with transforming the product or service it is ……….
A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
If the process or activity removed from the production cycle and

50 the product or service fail or delayed or affected it is …...
A Value Added
B Non-Value Added
C Required
D Un-Required
51 the product or service did not affected or delayed or it is …..
A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
52 TIMWOODS is …... Waste.

A Value Added
B Non-Value Added
C Required
D Un-Required
53 …… is that your system can work without it.

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
Customer
Value Added Non-Value Added
(VA) (NVA)
1- Ask your customer for Value Added Activities

1- Value Added - If he/she is 2- Value Added - If this step
willing to pay for this activity? important in the eyes of customer?
2- If No 1- If Yes 2- If No 1- If Yes
Non-Value Added (NVA) Value Added (VA) Non-Value Added (NVA) Value Added (VA)
Operation
Required Un-Required
Activity Activity
2- Ask your Operation for Required Activities

1- Required - If this activity doing anything 2- Required- If I remove this Activity from the process, will
with transforming your product or service?" my product or service fail or delayed or affected?
2- If No 1- If Yes 2- If No 1- If Yes
Un-Required Activity Required Activity Un-Required Activity Required Activity
Customer Operation
1- Ask your customer for Value Added Activities
1- Value Added - If he/she is 2- Value Added - If this step

willing to pay for this activity? important in the eyes of customer?
2- Ask your Operation for Required Activities
1- Required - If this activity doing 2- Required- If I remove this Activity from

anything with transforming your the process, will my product or service
product or service?" fail or delayed or affected?
Customer Operation
2- If No 2- If No
Non-Value Added (NVA) Un-Required Activity
Waste is a “No - No” Activates”.

Waste is a “Non-Value Added - Un-Required” Activates.
54 Waste is a …….. and ………… Activates.

A Non-Value Added (NVA)
B Un-Required Activity
C A&B
D None of the above
55 Human Resource Department Is ….

A Value Added …… Required
B Non-Value Added ……. Required
C Value Added …… Un-Required
D Non-Value Added ……. Un-Required

C A&B
D None of the above

56 Quality department is …..

57 Raw material store Is ….



58 Production process is …..

59 Finished goods dispatch store Is ….



1- All TIMWOODS Waste are Un-Required !
8- Skills: (Human Under-Utilization) 1- Transportation
Lost talent, Non-used Employee Talent, is a Unnecessary transfer of objectives from one site to
professional employees who work on tasks below another Permanent / transfer photocopy Machine
their skill level / Lead to Bad permeant / Excessive movement of product and
Stress Zone (Distress) / and High (Staff Turnover). material
Directly
2- Inventory
Indirectly
7- Defects
Unnecessary keeping of
Defects products and Anything that requires correction or products or process / stocks of goods
rework, or missing deadlines and raw materials / Excessive products
Efforts caused by rework, scrap, and incorrect information. and materials being processed
6- Over processing 3- Motion

Unnecessary movement between
More details than required, More work or
objectives, Temporary, Repeated
higher quality than [s required by the
Moving to the photocopy Machine.
customer..
Excessive movement of machine or people
5- Overproduction Indirectly 4- Waiting

The largest waste Waiting – time wasted (TIME ON HAND) waiting for
Produce more than required or before ls needed. data/information, waiting for permission or approval
waiting for the next step in the process
8- Skills: (Human Under-Utilization)
Lost talent, Non-used Employee Talent, is a professional
employees who work on tasks below their skill level / Lead to Bad 10 – D 1–A
Stress Zone (Distress) / and High (Staff Turnover). 30 30
High (Staff Turnover). 9–D

2–B
30
30
15 COSTS
8–D
30 3–C
30
7–D
30 4–D
30
6–D 5–D
30 30
Demands (D) Cope (C)

D C
Demanding Coping
All TIMWOODS Waste are Un-Required
Professional employees who work on tasks below their Stress is
skill level / Lead to stress and High staff turnover
mis-match between...
1- The demands (D)

And
2- Our capability to
achieve these demands
“Richard Lazarus - 1974” Cope (C)
Levels of Stress
Demands (D) Cope (C)
D C
Demanding Coping
+ -
Ugly
Stress zone
Levels of Stress Normal Zone
(No Stress).
D C
There are 4 stress levels.
Demands (D) Cope (C) Healthy
Stress Zone
(Eu-Stress)
Bad
Stress Zone
(Distress)
Ugly
There are 4 stress levels. Stress zone
1- Ugly Stress Cope (C) Normal Zone

If the Demands (D) (No Stress).
Is Bigger than
Demands (D)
Cope (C) Healthy
If D = 20 Stress Zone
C = 08 (Eu-Stress)
What is the Type and Level of stress?
Type = Ugly stress Bad
Stress Zone
Level: +12
(Distress)
Ugly
2- Normal Stress (No Stress)

D C Normal Zone
Is Equal to Demands (D) Cope (C)
Cope (C) Healthy

C = 10 (Eu-Stress)
Type = Normal Stress (No Stress) Bad
Level: 0 Stress Zone
(Distress)
Ugly
3- Healthy Stress (Eu-Stress) Normal Zone

Is Little less than
Cope (C) Healthy
If D = 10 Demands (D)
Stress Zone
C = 12 Cope (C) (Eu-Stress)
Type = Healthy Stress (Eu-Stress) Bad
Level: -2 Stress Zone
(Distress)
Ugly
4- Bad Stress Zone (Distress)

If the Demands (D) Normal Zone
(No Stress).
Is much less than
Cope (C)
Healthy
If D = 05
Stress Zone
C = 50 Demands (D)
(Eu-Stress)
Type = Bad Stress Zone (Distress) Cope (C)
Bad
8- Skills: (Human Under-Utilization) (Distress)
Who is credited with inventing Skills: (Human Under-
60
Utilization) stress calculation?
B Jack Welch (GE)
C Richard Lazarus
D Taiichi Ohno and Shigeo Shingo (Toyota)
…… is a mis-match between demands (D) And capability to

61 achieve these demands Cope (C)
A Mistakes
B Errors
C Stress
D Defects
60
B Jack Welch (GE)
C Richard Lazarus

A Mistakes
B Errors
C Stress
D Defects
62 If the Demands (D) is Bigger than Cope (C), we are at ……

A Ugly Stress.
B Normal Zone (No Stress).
C Healthy Stress Zone (Eu-Stress).
D Bad Stress Zone (Distress)
63 If the Demands (D) is Equal to Cope (C), we are at ……

A Ugly Stress.

A Ugly Stress.

A Ugly Stress.
64 If the Demands (D) is Little less than Cope (C), we are at ……

A Ugly Stress.
65 If the Demands (D) is much less than Cope (C), we are at ……

A Ugly Stress.

A Ugly Stress.

A Ugly Stress.
If the Demands (D) = 30 and the Cope (C) = 10 What is the Type
66 and Level of stress?
A Ugly Stress (20).
B Normal Stress (20).
C Eu-Stress (40).
D Distress (20).
A Ugly Stress (-62).
B Normal Stress (-2).
C Eu-Stress (-2).
D Distress (+62).
A Ugly Stress (20).
C Eu-Stress (40).
D Distress (20).
C Eu-Stress (-2).
D Distress (+62).
A Ugly Stress (+110).
C Eu-Stress (-100).
D Distress (-100).
C Eu-Stress (-100).
D Distress (-100).
Lean Six Sigma

is a method that relies on a collaborative team effort
to improve performance
by systematically removing waste
and reducing variation.
Lean Six Sigma is a combines of Lean Manufacturing
/ Lean enterprise and Six Sigma
to eliminate the eight kinds of waste
(TIMWOODS – muda) by Lean
And reduce process variation By Six Sigma
Lean Six Sigma

1980s–2000s
Lean Six Sigma's predecessor, Six Sigma, originated from the Motorola company in the United States in 1986.
Six Sigma was developed within Motorola to compete with the Kaizen (or lean small manufacturing) business model
of Japan
In the 1990s, a company called Allied Signal hired Larry Bossidy and introduced Six Sigma in heavy manufacturing.
A few years later, General Electric’s Jack Welch consulted Bossidy and implemented Six Sigma at the conglomerate.
General Electric Company (GE) is an American multinational company headquartered in Boston and incorporated in
New York and.
Until 2021, the company operated in sectors including aviation, power, renewable energy, digital industry, additive
manufacturing, locomotives, and venture capital and finance,
In 2020, GE ranked among the Fortune 500 as the 33rd largest firm in the United States by Gross Revenue.
In 2011, GE ranked among the Fortune 20 as the 14th most profitable company, but later very severely
underperformed the market (by about 75%) as its profitability collapsed.
Two employees of GE—Irving Langmuir (1932) and Ivar Giaever (1973)—have been awarded the Nobel Prize
On November 9, 2021, the company announced it would divide into three public companies.
The new companies will be focused on aviation, healthcare, and energy (renewable energy, power and digital)
respectively.
Lean Six Sigma
• During the 2000s, Lean Six Sigma forked from Six Sigma and became its
own unique process.
• While Lean Six Sigma developed as a specific process of Six Sigma,
• it also incorporates ideas from lean manufacturing, which was developed
as a part of the Toyota Production System in the 1950s.
• 2000s–2010s
• In 2001 (Wheat, Barbara; Partners, Publishing) The first concept of Lean Six
Sigma by a book titled Leaning into Six Sigma: The Path to Integration of
Lean Enterprise and Six Sigma.
• It was developed as a guide for managers of manufacturing plants on how
to combine lean manufacturing and Six Sigma to improve quality and
cycle time in the plant.
• In the early 2000s Six Sigma principles expanded into other sectors of the
economy, such as healthcare, finance, and supply chains.
….. is a method that relies on a collaborative team effort to
69 improve performance by systematically removing waste and
reducing variation.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
Lean Six Sigma is a combine of Lean Manufacturing / Lean
70 enterprise and Six Sigma to eliminate the eight kinds of waste
(TIMWOODS – muda) by …….
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
reducing variation.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
Lean Six Sigma is a combines of Lean Manufacturing / Lean
71 enterprise and Six Sigma to reduce process variation By …..
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
Six Sigma, originated from the ……company in the United States
72 in 1986.
A Motorola
B General Electric Company (GE
C Ford
D Toyota
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
72 in 1986.
A Motorola
C Ford
D Toyota
During the 2000s, Lean Six Sigma forked from Six Sigma and
73 became its own unique process, While Lean Six Sigma
developed as a specific process of …
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
150
Unit 02
Chapter 01 Total View of Lean Management. 73
Chapter 02 Waste Management. 77

Unit 02
Chapter 02 1- All TIMWOODS Waste are Un-Required !
01 Transportation 05 Overproduction
Waste Management. 02 Inventory 06 Over processing
03 Motion 07 Defects
04 Waiting 08 Skills: (Human Under-Utilization)
Lost talent, Unused employee knowledge,
Unnecessary Excessive movement
Non-used Employee Talent, A professional employees
(Permanent transfer) of objectives
who work on tasks below their skill level /
Lead to Bad Stress Zone (Distress) and (High Staff Turnover). (Product and Material) from one site to another.
Directly
7- Defects - Rework 2- Inventory (excess)
Directly
Indirectly
Anything that requires correction or rework, Excessive products and materials being
missing deadlines, kept or processed, Unnecessary
the efforts caused by rework, scrap, keeping of products or process
and incorrect information.
Indirectly
or stocks of goods and raw materials.
Directly
6- Over processing 3- Motion (excess)
Non-Value Added Processing
Excessive movement of
More details than required, More Non-Value
machine or people Unnecessary
Added Processing, Work duplication,
Temporary movement, Repeated
Micromanagement
movement between objectives,
5- Overproduction 4- Waiting
Indirectly
Overprovisioning Waiting is a time wasted (TIME ON HAND)
More Products than required, Ex, Waiting for Transportation, Inventory, Motion, Overproduction, Over
More work or higher quality than processing, Defects and Skills waste., waiting for (NSP) the Next Step in the
required by the customer. Process, waiting for data/information, waiting for permission or approval
74 Normally Transportation waste will lead Directly to …. waste

A Inventory
B Motion
C Waiting
D Over Production
Normally Transportation waste will lead Indirectly to ….

75 waste
A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production

75 waste
A Inventory
B Motion
C Waiting
D Over Production
Normally Over Production and Over Processing waste will

76 lead Directly to …. waste
A Inventory
B Motion
C Waiting
D Over Production

77 lead Indirectly to …. waste
A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production
Skills: (Human Under-Utilization) waste will lead Directly to ….

78 waste
A Inventory
B Motion
C Waiting
D Over Production

78 waste
A Inventory
B Motion
C Waiting
D Over Production
8- Skills: 1- Transportation
(Human Under-Utilization)
7- Defects - Rework Quality 2- Inventory (excess)

Non-Value Added Processing People
5- Overproduction
4- Waiting
Overprovisioning
Waste Add No Value – Only serve to raise costs.

Waste Exists in Every Process ….Eliminate it!
Knowledge, Skill & Abilities

The waste of not
Not delegating Involving yourself using people’s
Micromanagement
work to the proper In someone else's mental, creative and
person responsibility physical
abilities
79 TIMWOODS Waste elements which effect Quantity are ….
A Motion, Waiting, Over processing and Skills.
B Transportation, Inventory and Overproduction.
C Defects.
D All of the above.
80 TIMWOODS Waste elements which effect People are ….

C Defects.
D All of the above.
81 TIMWOODS Waste elements which effect Quality are ….

C Defects.
D All of the above.
C Defects.
D All of the above.

C Defects.
D All of the above.

C Defects.
D All of the above.
Staff Knowledge, Skill and Abilities can be a resource of waste

82 due to …..
A Not delegating work to the proper person
B Involving yourself In someone else's responsibility
C Not using people’s mental, creative and physical abilities
D All of the above.

82 due to …..
D All of the above.
• Recruitment department Failing to replace qualified staff
• Frequent requests from employees to move outside a specific department • On-site visits to resolve hardware and software issues.
• Physical software, security and compliance audits.
7- Defects - Rework
2- Inventory (excess)
TIMWOODS
• Employing a number of employees to deal with
customer complaints due to product quality.
• Delay of line 4 production cycle time due to non- • Underutilized hardware. Expired material in the store.
conforming outputs from production line 3.
Examples • Multiple warehouses to handle risks and control.

• Reporting technology metrics to business managers. • Fire-fighting repeat problems within the IT
• Printing brochures to announce our colors suppliers to infrastructure.
our customers who buy clothes. • Our photocopy machine is in next building.
5- Overproduction
4- Waiting
Overprovisioning
• Unnecessary delivery of low-value applications and services. • Slow application response times
• Manual service procedures.
• Production based on false forecasting.
On-site visits to resolve hardware and software issues, is an
83 example for ….. waste
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
Multiple warehouses to handle risks and control, is an

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
Fire-fighting repeat problems within the IT infrastructure, is
85 an example for ….. waste
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
86 Slow application response times, is an example for ….. waste

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
Unnecessary delivery of low-value applications and
87 services, is an example for ….. waste
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
Reporting technology metrics to business managers, is an

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
Employing a number of employees to deal with customer
89 complaints due to product quality, is an example for ….. waste
A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.
Recruitment department failing to replace qualified staff, is

A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.
• Talent leakage,
• Higher capital and operational expenses.
• Low job satisfaction
7- Defects - Rework TIMWOODS’S 2- Inventory (excess)
•
•
Poor customer service,
delay cycle time and Increased costs.
BPOs. •
•
Increased costs:
Inability to win cash-paid opportunities.
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Work duplication. • Lost productivity.
• Tasks Delaying
5- Overproduction
Overprovisioning 4- Waiting
• Lose profitability Having to make discounts in selling prices as a solution • Lost revenue and Reduced productivity.
to the remove of goods accumulated in warehouses • Poor customer service.
• Increased costs and overheads: energy, data center space, maintenance
91 The TIMWOODS’s, BPOs. of Transportation waste is …..

A Higher capital and operational expenses.
B Inability to win cash-paid opportunities.
C Lost productivity.
D Poor customer service.
92 The TIMWOODS’s, BPOs. of Inventory waste is …..



93 The TIMWOODS’s, BPOs. of Motion waste is …..

94 The TIMWOODS’s, BPOs. of Waiting waste is …..



95 The TIMWOODS’s, BPOs. of Overproduction waste is …..

A Lose profitability.
B Miscommunication.
C Delay cycle time
D Low job satisfaction
96 The TIMWOODS’s, BPOs. of Over processing waste is …..

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
97 The TIMWOODS’s, BPOs. of Defects waste is …..

B Miscommunication.
C Delay cycle time
98 The TIMWOODS’s, BPOs. of Skills waste is …..

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
TIMWOODS Was TIMWOOD by Taiichi Ohno

Until James P. Womack and Daniel T. Jones and Daniel Roos at
1990 - in their well-known book “The machine that changed the
world”. added Skills: (Human Under-Utilization) and now it is
updated to TIMWOODS
1- Waste of Transportation
1- Transportation
Unnecessary
Excessive movement
Directly
(Permanent transfer) of
Indirectly
objectives
(Product and Material) from one
site to another 3- Motion
4- Waiting
Businesses are full of moving parts. These parts could be equipment, products, workers, or documents.
A simple example of reduced movement applicable to any business would be the use of cloud based
document signing systems, this allows people to sign contracts or sign off/on reports without posting,
delivering, printing, or scanning. simply view the document and tap to sign digitally.
What is it?
• Unnecessary movement of products from production to sale.
• Unnecessary movement of materials or products in the production process.
• Unnecessary movement of tools or equipment in the production process.
What causes it?
• Poor route planning and distant suppliers or customers
• Unnecessarily complex material flows or production processes
• Disorganized workplaces which fail to minimize transit distances or
expense
How do we fix it?
• Moving aspects of production to be localized, possibly as part of increased
vertical integration
• Mapping transport flows in the production process and seeking to
streamline and standardize these patterns
• Increased digitization or paperwork reduction to decrease movement in
business processes
Unnecessary movement of products from production to sale

99 and Unnecessary movement of materials or products in the
production process is a …. waste.
A Transportation
B Inventory
C Motion
D Waiting
100 Transportation waste is one of TIMWOODS, what causes it....

A Poor route planning and distant suppliers or customers
B Unnecessarily complex material flows or production processes
Disorganized workplaces which fail to minimize transit distances or
C
expense
D All of the above

A Transportation
B Inventory
C Motion
D Waiting

C
expense
D All of the above
101 we can fix Transportation waste with …

Moving aspects of production to be localized, possibly as part of
A
increased vertical integration
Mapping transport flows in the production process and seeking to
B
Increased digitization or paperwork reduction to decrease movement in
C
business processes
D All of the above

A
B
C
business processes
D All of the above
2- Waste of stock at hand (Inventory)
Excessive products and

materials being kept or
6- Over processing processed
Unnecessary
keeping of products or process,
5- Overproduction
stocks of goods and raw
materials.
Holding too much stock at hand “Inventory” can slow down a business and create problems in storage.
This form of waste may be down to overproduction – if it is,
the solution is to tackle that waste and see the stock waste decline in turn. However, this depends on each business.
Certain products may be valuable to a business but be sold in lower quantities, creating the space for variable demand.
In this instance it may be more expensive to have a stop-start production system, than to hold excessive stock
generated through a continuous flow. Only by identifying, measuring, and analyzing this waste can the right solution
for your business be determined.
What is it?
• Possessing excessive amounts of inventory
• Possessing excessive amounts of raw materials or equipment
• Inventory waste often is the direct result of overproduction.
What causes it?

• Overproduction; in many cases down to line imbalances or large batch sizes
• Poor sales or distribution performances, often connected to minimum purchase
standards
• Misunderstanding the market need or overestimating future business performance
How do we fix it?

• Tackle waste of overproduction if it is seen to be the underlying cause
• Reassess production targets in order to better meet demand
• Analyze the production rates of slow-moving stock with variable demand
Only we can hold excessive stock generated through a continuous

102 flow by …… this waste can the right solution for your business be
determined.
A Identifying,
B Measuring,
C Analyzing
D All of the above
103 Possessing excessive amounts of inventory is a …. waste.

A Transportation
B Inventory
C Motion
D Waiting

determined.
A Identifying,
B Measuring,
C Analyzing
D All of the above

A Transportation
B Inventory
C Motion
D Waiting
Possessing excessive amounts of raw materials or equipment

104 is a …. waste
A Transportation
B Inventory
C Motion
D Waiting
105 ……… waste often is the direct result of overproduction.

A Transportation
B Inventory
C Motion
D Waiting

104 is a …. waste
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
106 Inventory waste is one of TIMWOODS, what causes it....

Overproduction; in many cases down to line imbalances or large batch
A
sizes
Poor sales or distribution performances, often connected to large
B
minimum purchase standards
Misunderstanding the market need or overestimating future business
C
performance
D All of the above
107 we can fix Inventory waste with …

A Tackle waste of overproduction if it is seen to be the underlying cause
B Reassess production targets in order to better meet demand
Analyze the production rates of slow-moving stock with variable
C
demand
D All of the above

A
sizes
B
C
performance
D All of the above

C
demand
D All of the above
3- Waste of movement Motion
1- Transportation
Excessive movement of
machine or people
Directly
Unnecessary
Indirectly
Temporary, Repeated
movement between 3- Motion
objectives,
4- Waiting
Excessive movement of machine or people Excessive movement of product and material

108 Transportation waste is ……

A Excessive movement of product and material
B Excessive movement of machine or people
C A&B
D None of the above
109 Motion waste is ……

C A&B
D None of the above

C A&B
D None of the above

C A&B
D None of the above
3- Waste of movement “Motion”.
• Motion is the most obvious forms of wasted movement involve
poorly organized factories or service assemblies where cause
workers to walk around the space to gather equipment or tools to
complete their tasks.
• However, Waste of movement “Motion” can be even more specific
than this.
Imagine a worker at a fixed station on an assembly line who needs
to use three different tools each day.
If this worker needs to bend down for one of these tools each time,
then this may slow the process; even only slightly.
Moreover, after half a day of bending down for this tool the worker
could be tired or feel pain and reducing their output or engagement
with the task.
….. Waste is the most obvious forms of wasted movement involve poorly
110 organized factories or service assemblies where cause workers to walk
around the space to gather equipment or tools to complete their tasks.
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
What is it?
• Excessive movement by workers in the production process.
• The human element of production flows.
What causes it?

• Poorly designed production facilities
• Non-standardized production processes
• Unclear flows of materials, down to either poor operational management
or poor training
How do we fix it?

• Assembly lines can minimize worker movements
• Clear categorization and availability of needed tools or equipment
• Effective training procedures and easily accessible and actionable (SOP-
Standard Operating Procedures).
……. waste is excessive movement by workers in the production

111 process.
A Transportation
B Inventory
C Motion
D Waiting
112 ……. waste is the human element of production flows.

A Transportation
B Inventory
C Motion
D Waiting

111 process.
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
113 Motion waste is one of TIMWOODS, what causes it....

A Poorly designed production facilities
B Non-standardized production processes
Unclear flows of materials, down to either poor operational
C
management or poor training
D All of the above
114 we can fix Motion waste with …

A Assembly lines can minimize worker movements
B Clear categorization and availability of needed tools or equipment
Effective training procedures and easily accessible and
C
actionable (SOP- Standard Operating Procedures).
D All of the above

C
D All of the above

C
D All of the above
4- Waste of time on hand (waiting)
1- Transportation
7- Defects
6- Over processing
2- Inventory
Indirectly
5- Overproduction
Waiting is a time wasted
Indirectly
Directly
(TIME ON HAND) 3- Motion
Ex, Waiting for Transportation, Inventory,
Motion, Overproduction, Over processing,
Defects and Skills waste.
waiting for (NSP) the Next Step in the Process 4- Waiting
waiting for data/information, waiting for
permission or approval
4- WasteCertified
of time on hand
Lean Six(waiting)
Sigma, Master Black Belt “CLSSMBB”
Waiting happening in all businesses and can be as simple as being
late for meetings.
In an industrial setting, the problem may be a result of material
issues such as damaged machinery or delayed raw materials.
In these environments it is important to analyze the cost of the
waiting waste and calculate how long it would take for a capital
injection into new equipment to pay off.
What is it?
• Time spent where workers are idle (out of work).
• Time spent where machinery is idle (out of work).
• Dead time where projects delay and budgets break down.
.
What causes it?
• Unsynchronized processes and line imbalances.
• Overstaffing, understaffing, or poor allocation of labor
across a project.
• Unscheduled machine downtime or shortage of raw
materials.
How do we fix it?
• Process mapping and BPMN techniques allow
managers to see an overview of entire flows.
• Increased communication with suppliers or
deliveries to combat downtime.
• Flexible labor force capable of taking on
responsibilities across different company areas.
(BPMN)
Business Process Modeling Notation
is a graphical representation of your business process
using standard objects.
At ……. Waste, problem may be a result of material issues such

115
as damaged machinery or delayed raw materials
A Transportation
B Inventory
C Motion
D Waiting
116 ….. Waste is Time spent where workers are idle (out of work).
A Transportation
B Inventory
C Motion
D Waiting

115
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
117 ….. Waste is Time spent where machinery is idle (out of work).
A Transportation
B Inventory
C Motion
D Waiting
….. Waste is Dead time where projects delay and budgets break
118
down
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
118
down
A Transportation
B Inventory
C Motion
D Waiting
119 Waiting waste is one of TIMWOODS, what causes it....

A Unsynchronized processes and line imbalances
B Overstaffing, understaffing, or poor allocation of labor across a project
C Unscheduled machine downtime or shortage of raw materials
D All of the above
120 we can fix Waiting waste with …

Process mapping and BPMN techniques allow managers to see an overview
A
of entire flows
B Increased communication with suppliers or deliveries to combat downtime
C Flexible labor force capable of taking on responsibilities
D All of the above

D All of the above

A
of entire flows
D All of the above
5- Waste of overproduction (largest waste)
The largest waste

• Produce more than required
2- Inventory
• Produce before needed.
5- Overproduction Indirectly
4- Waiting
Overprovisioning
5- Waste of overproduction – Overprovisioning
(largest waste)
Other words for overproduction:
1. Overrun.
2. Flash Flood.
3. Excessive.
4. Surfeit.
5. Overabundance.
6. Redundancy.
7. Above the rate of production
121 Flash Flood is another word for ……. waste

A Overproduction
B Over processing
C Defects
D Skills: (Human Under-Utilization)
122 ….. Is other words for overproduction

A Excessive.
B Surfeit.
C Redundancy
D All of the above

A Overproduction
B Over processing
C Defects

A Excessive.
B Surfeit.
C Redundancy
D All of the above
• Overproduction waste is often overlooked
by companies who see extra stock as
being an Asset rather than a Liability.
• However, the costs of running machinery
or services above the rate of production
can be a hidden waste these companies
may not consider.
• Combined both Overproduction with the
extra costs of holding excessive stock or
being unable to sell extra stock after a
certain period,
• this can create further wastes for a
business.
….. Waste is often overlooked by companies who see extra

123 stock as being an asset rather than a liability.
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
(largest waste)
What is it?
• Producing more than what is needed.
• Producing at a faster rate than is needed.
• Holding on to excessive inventory.
What causes it?
• High capacity equipment above the needs of production.
• Poor production planning, mapping, and scheduling.
• Inappropriate use of incentives focusing workers on the wrong tasks.
How do we fix it?
• Just-in-time production systems create products at the rate they are needed.
• Pull systems in production can be used to tailor production to meet demand.
• More accurate sales projections can reduce overly-high targets and rebalance
production priorities.
124 Producing more than what is needed creating ……. waste
A Overproduction
B Over processing
C Defects
125 Producing at a faster rate than is needed creating ……. waste

A Overproduction
B Over processing
C Defects
126 Holding on to excessive inventory creating ……. waste

A Overproduction
B Over processing
C Defects
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
127 Overproduction waste is one of TIMWOODS, what causes it....

A High capacity equipment above the needs of production.
B Poor production planning, mapping, and scheduling.
C Inappropriate use of incentivization focusing workers on the wrong tasks.
D All of the above
128 we can fix Overproduction waste with …

A Just-in-time production systems create products at the rate they are needed.
B Pull systems in production can be used to tailor production to meet demand.
More accurate sales projections can reduce overly-high targets and rebalance
C
D All of the above

D All of the above

C
D All of the above
6- Over Processing
More details than required,

More Non-Value Added
Processing 2- Inventory
6- Over processing
4- Waiting
6- Over Processing / Non-Value Added Processing
• A production staff search for product
perfection can sometimes lead to a product
being over-processed.
• This often comes from
➢ A misunderstanding of why customers
buy your product.
➢ what looks better to the product designer
might look worse to the customer if the
necessary market research and customer
satisfaction data isn’t present.
➢ Failing to understand the customer’s
conception of quality may lead to over-
processing a product or service.
A production staff search for product perfection can

129
sometimes lead to a product being …….. waste
A Overproduction
B Over processing
C Defects
A misunderstanding of why customers buy your product
130
can sometimes lead to a product being …….. waste
A Overproduction
B Over processing
C Defects

129
A Overproduction
B Over processing
C Defects
130
A Overproduction
B Over processing
C Defects
Failing to understand the customer’s conception of quality

131 may lead to can sometimes lead to a product being ……..
waste
A Overproduction
B Over processing
C Defects

131 may lead to can sometimes lead to a product being ……..
waste
A Overproduction
B Over processing
C Defects
6- Over Processing
What is it?
• Non-value added processing by labor.
• Non-value added processing by machinery.
• Creating unnecessary quality or depth beyond the customer need.
What causes it?

• Unclear understanding of customer product satisfaction.
• Excessive focus on refinements and detail.
• Frequent engineering changes and unclear or poorly documented
work instructions.
How do we fix it?

• Value stream analysis, also known as information-flow mapping.
• Waterfall diagrams help companies measure the cumulative
effect of sequential variables.
• Streamlining standard operating procedures to reduce overall
volume of documentation.
132 Non-value added processing by labor is considered ……. Waste.

A Overproduction
B Over processing
C Defects
133 Non-value added processing by machinery is considered ……. Waste.

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
Creating unnecessary quality or depth beyond the customer

134 need considered ……. waste.
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
135 Over processing waste is one of TIMWOODS, what causes it....

A Unclear understanding of customer product satisfaction
B Excessive focus on refinements and detail
Frequent engineering changes and unclear or poorly documented
C
work instructions
D All of the above
136 we can fix Over processing waste with …

A Value stream analysis, also known as information-flow mapping
Waterfall diagrams help companies measure the cumulative effect of
B
sequential variables
Streamlining standard operating procedures to reduce overall volume
C
of documentation
D All of the above

C
work instructions
D All of the above

B
C
of documentation
D All of the above
7- Waste of making output defective products “Defects”.
Defects are anything that requires
correction or rework,
Defects can be also missing deadlines,
Defects is the efforts caused by rework,
7- Defects - Rework
scrap, and incorrect information.
3- Motion
4- Waiting
• Anyone involved in the manufacturing of physical
products knows about the ongoing battle against
defects.
• The world of Six Sigma is built around the idea that
reducing defects is a critical to improving quality.
• When operating at big scale, small percentage
decrease of defective output can result in large
financial gains.
• However, it is not only industrial and manufacturing
sectors which benefit from viewing their business
output from the perspective of defects.
• In other industries it is possible to identify common
defects in output and design a process which
highlights the need for further inspection into these
common defects before delivery, or during the task
itself.
The world of Six Sigma is built around the idea that reducing
137
……. is a critical to improving quality.
A Staff Numbers
B Working Hours
C Competitors
D Defects
When operating at big scale, small percentage decrease of ……

138
output can result in large financial gains.
A Production
B Quality
C Materials
D Defective
137
A Staff Numbers
B Working Hours
C Competitors
D Defects

138
A Production
B Quality
C Materials
D Defective
What is it?
• Wasted processing efforts on defective products.
• Wasted materials on defective products.
• Wasted processing on attempts to rework or repair defective
or products.
What causes it?

• Poor management of the production processes.
• Inadequate suppliers or third party production elements.
• Unclear specifications and poor manufacturing
documentation.
How do we fix it?

• Avoid segmenting quality control departmentally; quality
control can benefit from a holistic perspective.
• Use techniques like the DMAIC process and other Six Sigma
methodologies to tackle defects.
• Make sure workers are appropriately trained and
standardized processes are being adequately followed.
139 ….. Waste is a wasted processing efforts on defective products.
A Overproduction
B Over processing
C Defects
140 ….. Waste is a Wasted materials on defective products.

A Production
B Quality
C Materials
D Defective
….. Waste is a Wasted processing on attempts to rework or
141
repair defective or products.
A Production
B Quality
C Materials
D Defective
A Overproduction
B Over processing
C Defects

A Production
B Quality
C Materials
D Defective
141
A Production
B Quality
C Materials
D Defective
142 Defects waste is one of TIMWOODS, what causes it....

A Poor management of the production processes.
B Inadequate suppliers or third party production elements.
C Unclear specifications and poor manufacturing documentation.
D All of the above
143 we can fix Defects waste with …

Avoid segmenting quality control departmentally; quality control can
A
benefit from a holistic perspective.
Use techniques like the DMAIC process and other Six Sigma
B
Make sure workers are appropriately trained and standardized
C
processes are being adequately followed
D All of the above

D All of the above

A
B
C
D All of the above
8- Waste of underutilized workers / Skills: (Human Under-Utilization)
Directly
6- Over processing 4- Waiting
Lost talent, Non-used Employee Talent,

A professional employees who work on tasks below their skill level /
Lead to Bad Stress Zone (Distress) / and (High Staff Turnover).
• Skills Waste is this final waste is not created by
Taiichi Ohno but it is added to quality management
at 1990 by James P. Womack and Daniel T. Jones and
Daniel Roos at 1990 - in their well-known book “The
machine that changed the world”.
• When a high skilled individuals with significant
training undertaking tasks which a machine could
do.
• Those staff could be focusing on the high-value tasks
which they want to do, can do, and contribute most
to the business. Beyond this,
• it benefits to involve process users in the creation of
processes as they are able to provide valuable insight
into the day to day use of a process; particularly
useful in process optimization.
• Workers who feel like they have ownership over the
processes they use are likely to engage with those
processes more and provide better output.
When a high skilled individual with significant training

144 undertaking tasks which a machine could do it leads to ….
waste
A Overproduction
B Over processing
C Defects

waste
A Overproduction
B Over processing
C Defects
What is it?
• Not applying a worker’s talent or abilities effectively and not
benefiting from the collective knowledge of a team.
• Wasting skilled labor hours on tasks which could reasonably be
automated.
• Using a high paid Manager to do a low paid staff temporary or
permanent.
What causes it?
• Poor company communication and consultation with staff.
• Overly bureaucratic hierarchies which impose standards or
techniques on teams which could give valuable input.
• The failure to utilize simple technological solutions to reduce
data entry and other low-skill labor-intensive tasks.
How do we fix it?
• Involve process users in the design stages of process
documentation.
• Provide internal process-facing staff who can work across
different departments or organizational layers.
• Utilize available automation technologies.
Not applying a worker’s talent or abilities effectively and not

145 benefiting from the collective knowledge of a team leads to ….
waste
A Overproduction
B Over processing
C Defects
When wasting skilled labor hours on tasks which could

146
reasonably be automated leads to ….. waste
A Overproduction
B Over processing
C Defects

waste
A Overproduction
B Over processing
C Defects

146
A Overproduction
B Over processing
C Defects
When Using a high paid Manager to do a low paid staff

147
temporary or permanent leads to ….. waste
A Overproduction
B Over processing
C Defects
Poor company communication and consultation with staff

148
leads to ….. waste
A Overproduction
B Over processing
C Defects

147
A Overproduction
B Over processing
C Defects

148
A Overproduction
B Over processing
C Defects
Skills: (Human Under-Utilization) waste is one of

149
TIMWOODS, what causes it....
A Poor company communication and consultation with staff.
Overly bureaucratic hierarchies which impose standards or
B
The failure to utilize simple technological solutions to reduce data
C
entry and other low-skill labor-intensive tasks.
D All of the above
150 we can fix Skills: (Human Under-Utilization) waste with …

A Involve process users in the design stages of process documentation.
Provide internal process-facing staff who can work across different
B
departments or organizational layers.
C Utilize available automation technologies.
D All of the above

149
B
C
D All of the above

B
D All of the above
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
Answers of
Days (05 + 06)
(Unit 02)
Questions

B Jack Welch (GE)
D Bill Smith

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
Taiichi Ohno Shigeo Shingō


B Jack Welch (GE)
D Bill Smith

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
1- Taiichi Ohno
• Taiichi Ohno was a Japanese industrial engineer and
businessman.
• Taiichi Ohno became executive vice president of Toyota in 1975

and retired in 1978 but retained the role of consultant until 1982.
• He wrote the widely read books on manufacturing Toyota

Production System (1978), Workplace Management (1984),
and Just-in-Time for Today and Tomorrow (1988).
• Taiichi Ohno is considered to be the father of the TPS. Toyota Taiichi Ohno
Production System.
1912 - 1990

B Jack Welch (GE)
D Bill Smith

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

03
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
1- Taiichi Ohno
System.
Toyota.
Taiichi Ohno
1912 - 1990

03
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan
1- Taiichi Ohno
System.
Toyota.
Taiichi Ohno
1912 - 1990

03
A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Reduce Waste
B Reduce Salary.
1- Taiichi Ohno
System.
Toyota.
Taiichi Ohno
1912 - 1990

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Reduce Waste
B Reduce Salary.

A Shigeo Shingo
B Taiichi Ohno
C Bill Smith
D Pop Galvan

A Reduce Waste
B Reduce Salary.

D Collect data.
in the workplace.
A Teacher.
B Field of actions.
C Guide.
D Companion.

D Collect data.
in the workplace.
A Teacher.
B Field of actions.
C Guide.
D Companion.

D Collect data.
in the workplace.
A Teacher.
B Field of actions.
C Guide.
D Companion.

A Plan and Act.
D Experience,
finish it.
B post it.
D share it.

A Plan and Act.
D Experience,
finish it.
B post it.
D share it.

A Plan and Act.
D Experience,
finish it.
B post it.
D share it.

A Visual
C Details
D Total idea
A Unclear
B Measurable
C Visible
D Attainable

A Visual
C Details
D Total idea
A Unclear
B Measurable
C Visible
D Attainable

A Visual
C Details
D Total idea
A Unclear
B Measurable
C Visible
D Attainable
A Valueless.
B Value.
C Active.
D Important.

improvement”.
A Re-work
B Re-make
C Re-improve
D Re-increase
A Valueless.
B Value.
C Active.
D Important.

improvement”.
A Re-work
B Re-make
C Re-improve
D Re-increase
A Valueless.
B Value.
C Active.
D Important.

improvement”.
A Re-work
B Re-make
C Re-improve
D Re-increase

A Experience
B Exercise
C Evaluate
D Estimate

A Experience
B Exercise
C Evaluate
D Estimate

A Waste Management
C change of dies
D OEE

A One minute.
2- Shigeo Shingō
• Shigeo Shingo was a Management trainer at the Japan
Management Association (JMA)
• Shigeo Shingo was also consultant focused on the
improvement of factory management, in Industrial engineering
& Business management.
• Since 1969 Shingō got involved in some actions in Toyota
Motor Corporation (Toyota) for the reduction of set-up time
(change of dies) of pressing machines which took him to the
formulation of a specific technique based on operational
analysis,
• Set-up times shortened from 1 to 2 hours (or even half a day) per
each exchange of dies to a rapid setting of a few minutes. Shigeo Shingō
• The method spread out under the English denomination Single
Minute Exchange of Die, SMED. 1909 - 1990

A Waste Management
C change of dies
D OEE

A One minute.
2- Shigeo Shingō
should take only one minute, but that they should take Less Than 10 Minutes
(in other words, "Single-digit Minute").
seconds.
Shigeo Shingō

A Waste Management
C change of dies
D OEE

A One minute.


A DPMO
B PPM
C SMED
D OTED
2- Shigeo Shingō
• Single-minute exchange of die (SMED) is one of the many Lean production
methods for reducing waste in a manufacturing process.
seconds.
Shigeo Shingō


A DPMO
B PPM
C SMED
D OTED
2- Shigeo Shingō
seconds.
Shigeo Shingō


A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED
2- Shigeo Shingō
seconds.
Shigeo Shingō

A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED
2- Shigeo Shingō
seconds.
Shigeo Shingō

A DPMO
B PPM
C SMED
D OTED

A DPMO
B PPM
C SMED
D OTED


or profile
A Die.
B Live.
C Scissors.
D Cutter.
2- Shigeo Shingō
seconds.
Shigeo Shingō


or profile
A Die.
B Live.
C Scissors.
D Cutter.
2- Shigeo Shingō
seconds.
Shigeo Shingō


or profile
A Die.
B Live.
C Scissors.
D Cutter.

A Yes
B No
A One second.
2- Shigeo Shingō
seconds.
Shigeo Shingō

A Yes
B No
A One second.
2- Shigeo Shingō
seconds.
Shigeo Shingō

A Yes
B No
A One second.

A Six Sigma
B Lean
C 8Ds
D SWOT

A Efficiency
B Effectiveness
C Productivity
D Variability

Lean is
From a process
without
Excel

A Six Sigma
B Lean
C 8Ds
D SWOT

A Efficiency
B Effectiveness
C Productivity
D Variability

Lean is
From a process
without
Excel

A Six Sigma
B Lean
C 8Ds
D SWOT

A Efficiency
B Effectiveness
C Productivity
D Variability

A Six Sigma
B Lean
C 8Ds
D SWOT

A Six Sigma
B Lean
C 8Ds
D SWOT

Lean is
From a process
without
Excel

A Six Sigma
B Lean
C 8Ds
D SWOT

A Six Sigma
B Lean
C 8Ds
D SWOT

Lean is
From a process
without
Excel

A Six Sigma
B Lean
C 8Ds
D SWOT

A Six Sigma
B Lean
C 8Ds
D SWOT

A Quality
B Cost
C Time and Safety
D All of the above.
What is Efficiency?
Efficiency
Efficiency
Quality
Safety
Cost
Time

A Quality
B Cost
C Time and Safety
D All of the above.

31 efficiency.
A Bad Performance
B Good Performance
D Extra Mile

32 75% .
A Bad Performance
B Good Performance
D Extra Mile
4 Extra
Quality
3
Excellent Cost
Safety 75% to 95%.
Good
2
Cost
Time
Performance
Safety up to 75% .
1 Bad
Performance
Cost
Time
Efficiency.
Safety

31 efficiency.
A Bad Performance
B Good Performance
D Extra Mile

32 75% .
A Bad Performance
B Good Performance
D Extra Mile
4 Extra
Quality
3
Excellent Cost
Safety 75% to 95%.
Good
2
Cost
Time
Performance
Safety up to 75% .
1 Bad
Performance
Cost
Time
Efficiency.
Safety

31 efficiency.
A Bad Performance
B Good Performance
D Extra Mile

32 75% .
A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile
4 Extra
Quality
3
Excellent Cost
Safety 75% to 95%.
Good
2
Cost
Time
Performance
Safety up to 75% .
1 Bad
Performance
Cost
Time
Efficiency.
Safety

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile
4 Extra
Quality
3
Excellent Cost
Safety 75% to 95%.
Good
2
Cost
Time
Performance
Safety up to 75% .
1 Bad
Performance
Cost
Time
Efficiency.
Safety

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile

A Bad Performance
B Good Performance
D Extra Mile

A 10%
B 40%
C 60%
D 80%
4 Extra
Quality
3
Excellent Cost
Safety 75% to 95%.
Good
2
Cost
Time
Performance
Safety up to 75% .
1 Bad
Performance
Cost
Time
Efficiency.
Safety

A Bad Performance
B Good Performance
D Extra Mile

A 10%
B 40%
C 60%
D 80%
%80
%10 Excellent
%10
Number of Staff

A Bad Performance
B Good Performance
D Extra Mile

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%
%80
%10 Excellent
%10
Number of Staff

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%
%80
%10 Excellent
%10
Number of Staff

A 10%
B 40%
C 60%
D 80%

A 10%
B 40%
C 60%
D 80%

product or service.
A Operation's
B Customer's
C Defects
D Value
DPV MVS CPF EP SP
Define the Process Value is:


product or service.
A Operation's
B Customer's
C Defects
D Value
DPV MVS CPF EP SP


product or service.
A Operation's
B Customer's
C Defects
D Value

DPV MVS CPF EP SP



A Operation's
B Customer's
C Defects
D Value

43 with ....
A Operation's
B Customer's
C Defects
D Value
Customer Operation
Value Added.
is Un-Required

A Operation's
B Customer's
C Defects
D Value

43 with ....
A Operation's
B Customer's
C Defects
D Value
Customer Operation
Value Added.
is Un-Required

A Operation's
B Customer's
C Defects
D Value

43 with ....
A Operation's
B Customer's
C Defects
D Value

A Operations
B Customers
C Defects
D Value
45 this activity.
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Operations
B Customers
C Defects
D Value
45 this activity.
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Operations
B Customers
C Defects
D Value
45 this activity.
A Value Added
B Non-Value Added
C Required
D Un-Required
A Operations
B Customers
C Defects
D Value

A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
product or service, Or Your system cannot operate without it, It is Needed for Operation it is Required.
is Un-Required
A Operations
B Customers
C Defects
D Value

A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required
A Operations
B Customers
C Defects
D Value

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
Lost talent, Non-used Employee Talent, is a Unnecessary transfer of objectives from one site to
professional employees who work on tasks below another Permanent / transfer photocopy Machine
their skill level / Lead to Bad permeant / Excessive movement of product and
Stress Zone (Distress) / and High (Staff Turnover). material
Directly
2- Inventory
Indirectly
7- Defects
Unnecessary keeping of
Defects products and Anything that requires correction or products or process / stocks of goods
rework, or missing deadlines and raw materials / Excessive products
Efforts caused by rework, scrap, and incorrect information. and materials being processed
6- Over processing 3- Motion

Unnecessary movement between
More details than required, More work or
objectives, Temporary, Repeated
higher quality than [s required by the
Moving to the photocopy Machine.
customer..
Excessive movement of machine or people
5- Overproduction Indirectly 4- Waiting

The largest waste Waiting – time wasted (TIME ON HAND) waiting for
Produce more than required or before ls needed. data/information, waiting for permission or approval
waiting for the next step in the process

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required
Customer Operation
Value Added.
is Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required

A Value Added
B Non-Value Added
C Required
D Un-Required

C A&B
D None of the above

Customer Operation
2- If No 2- If No
Non-Value Added (NVA) Un-Required Activity
Waste is a “No - No” Activates”.

Waste is a “Non-Value Added - Un-Required” Activates.

C A&B
D None of the above

Customer Operation

C A&B
D None of the above



Customer Operation


Customer Operation




Customer Operation


Customer Operation


60
Utilization) Stress Calculation?
B Jack Welch (GE)
C Richard Lazarus

A Mistakes
B Errors
C Stress
D Defects
1- The demands (D)

And
60
B Jack Welch (GE)
C Richard Lazarus

A Mistakes
B Errors
C Stress
D Defects
1- The demands (D)

And
60
B Jack Welch (GE)
C Richard Lazarus

A Mistakes
B Errors
C Stress
D Defects

A Ugly Stress.

A Ugly Stress.
Ugly

Is Bigger than
Demands (D)
Cope (C) Healthy
C = 08 (Eu-Stress)
Stress Zone
Level: +12
(Distress)

A Ugly Stress.

A Ugly Stress.
Ugly
2- Normal Stress (No Stress)

D C Normal Zone
Is Equal to Demands (D) Cope (C)
Cope (C) Healthy

C = 10 (Eu-Stress)
Type = Normal Stress (No Stress) Bad
Level: 0 Stress Zone
(Distress)

A Ugly Stress.

A Ugly Stress.

A Ugly Stress.

A Ugly Stress.
Ugly

Is Little less than
Cope (C) Healthy
Stress Zone
(Distress)

A Ugly Stress.

A Ugly Stress.
Ugly

(No Stress).
Is much less than
Cope (C)
Healthy
If D = 05
Stress Zone
C = 50 Demands (D)
(Eu-Stress)
Bad

A Ugly Stress.

A Ugly Stress.
A Ugly Stress (20).
C Eu-Stress (40).
D Distress (20).
C Eu-Stress (-2).
D Distress (+62).
Ugly

Is Bigger than
Demands (D)
Cope (C) Healthy
C = 10 (Eu-Stress)
Stress Zone
Level: +20
(Distress)
A Ugly Stress (20).
C Eu-Stress (40).
D Distress (20).
C Eu-Stress (-2).
D Distress (+62).
Ugly

Is Little less than
Cope (C) Healthy
Stress Zone
(Distress)
A Ugly Stress (20).
C Eu-Stress (40).
D Distress (20).
C Eu-Stress (-2).
D Distress (+62).
C Eu-Stress (-100).
D Distress (-100).
Ugly

(No Stress).
Is much less than
Cope (C)
Healthy
If D = 05
Stress Zone
C = 105 Demands (D)
(Eu-Stress)
Bad
C Eu-Stress (-100).
D Distress (-100).
reducing variation.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
Lean Six Sigma

reducing variation.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
Lean Six Sigma

reducing variation.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
72 in 1986.
A Motorola
C Ford
D Toyota
Lean Six Sigma

A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
72 in 1986.
A Motorola
C Ford
D Toyota
Lean Six Sigma
1980s–2000s
Lean Six Sigma's predecessor, Six Sigma, originated from the Motorola company in the United States in 1986.
Six Sigma was developed within Motorola to compete with the Kaizen (or lean small manufacturing) business model
of Japan
In the 1990s, a company called Allied Signal hired Larry Bossidy and introduced Six Sigma in heavy manufacturing.
A few years later, General Electric’s Jack Welch consulted Bossidy and implemented Six Sigma at the conglomerate.
General Electric Company (GE) is an American multinational company headquartered in Boston and incorporated in
New York and.
Until 2021, the company operated in sectors including aviation, power, renewable energy, digital industry, additive
manufacturing, locomotives, and venture capital and finance,
In 2020, GE ranked among the Fortune 500 as the 33rd largest firm in the United States by Gross Revenue.
In 2011, GE ranked among the Fortune 20 as the 14th most profitable company, but later very severely
underperformed the market (by about 75%) as its profitability collapsed.
Two employees of GE—Irving Langmuir (1932) and Ivar Giaever (1973)—have been awarded the Nobel Prize
On November 9, 2021, the company announced it would divide into three public companies.
The new companies will be focused on aviation, healthcare, and energy (renewable energy, power and digital)
respectively.
A Six Sigma
B Lean
C Lean Six Sigma
D Kaizen
72 in 1986.
A Motorola
C Ford
D Toyota
A Six Sigma
B Lean
C Poka Yoke
D Kaizen
Lean Six Sigma
• During the 2000s, Lean Six Sigma forked from Six Sigma and became its
own unique process.
• While Lean Six Sigma developed as a specific process of Six Sigma,
• it also incorporates ideas from lean manufacturing, which was developed
as a part of the Toyota Production System in the 1950s.
• 2000s–2010s
• In 2001 (Wheat, Barbara; Partners, Publishing) The first concept of Lean Six
Sigma by a book titled Leaning into Six Sigma: The Path to Integration of
Lean Enterprise and Six Sigma.
• It was developed as a guide for managers of manufacturing plants on how
to combine lean manufacturing and Six Sigma to improve quality and
cycle time in the plant.
• In the early 2000s Six Sigma principles expanded into other sectors of the
economy, such as healthcare, finance, and supply chains.
A Six Sigma
B Lean
C Poka Yoke
D Kaizen

A Inventory
B Motion
C Waiting
D Over Production

75 waste
A Inventory
B Motion
C Waiting
D Over Production
1- Transportation
Unnecessary
Excessive movement
Directly
Indirectly
objectives
4- Waiting

A Inventory
B Motion
C Waiting
D Over Production

75 waste
A Inventory
B Motion
C Waiting
D Over Production
1- Transportation
Unnecessary
Excessive movement
Directly
Indirectly
objectives
4- Waiting

A Inventory
B Motion
C Waiting
D Over Production

75 waste
A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production
6- Over processing
5- Overproduction

A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production
6- Over processing
5- Overproduction Indirectly
4- Waiting

A Inventory
B Motion
C Waiting
D Over Production

A Inventory
B Motion
C Waiting
D Over Production

78 waste
A Inventory
B Motion
C Waiting
D Over Production
Directly
6- Over processing 4- Waiting
Lost talent, Non-used Employee Talent,

A professional employees who work on tasks below their skill level /
Lead to Bad Stress Zone (Distress) / and (High Staff Turnover).

78 waste
A Inventory
B Motion
C Waiting
D Over Production
C Defects.
D All of the above.

C Defects.
D All of the above.

C Defects.
D All of the above.

5- Overproduction
4- Waiting
Overprovisioning

C Defects.
D All of the above.

C Defects.
D All of the above.

C Defects.
D All of the above.

5- Overproduction
4- Waiting
Overprovisioning

C Defects.
D All of the above.

C Defects.
D All of the above.

C Defects.
D All of the above.

5- Overproduction
4- Waiting
Overprovisioning

C Defects.
D All of the above.

C Defects.
D All of the above.

C Defects.
D All of the above.

82 due to …..
D All of the above.
Knowledge, Skill & Abilities

The waste of not
Not delegating Involving yourself using people’s
Micromanagement
work to the proper In someone else's mental, creative and
person responsibility physical
abilities

82 due to …..
D All of the above.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Waiting.
E Overproduction.
F Over processing.
A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.
7- Defects - Rework
TIMWOODS

5- Overproduction
4- Waiting
Overprovisioning
A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.

A Transportation.
B Inventory.
C Motion.
D Defects.
E Skills.
F Over processing.


• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction


• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction




• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction


• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction



B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
• Talent leakage,
•
•
Delay cycle time and Increased costs.
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time
• Talent leakage,
•
•
BPOs. •
•
Increased costs:
6- Over processing
Business
3- Motion (excess)
•
Miscommunication.
Process Outcomes.
• Tasks Delaying
5- Overproduction

B Miscommunication.
C Delay cycle time

B Miscommunication.
C Delay cycle time

A Transportation
B Inventory
C Motion
D Waiting

C
expense
D All of the above
What is it?
What causes it?
expense
How do we fix it?
business processes

A Transportation
B Inventory
C Motion
D Waiting

C
expense
D All of the above
What is it?
What causes it?
expense
How do we fix it?
business processes

A Transportation
B Inventory
C Motion
D Waiting

C
expense
D All of the above

A
B
C
business processes
D All of the above
What is it?
What causes it?
expense
How do we fix it?
business processes

A
B
C
business processes
D All of the above

determined.
A Identifying,
B Measuring,
C Analyzing
D All of the above

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

standards
How do we fix it?


determined.
A Identifying,
B Measuring,
C Analyzing
D All of the above

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

standards
How do we fix it?


determined.
A Identifying,
B Measuring,
C Analyzing
D All of the above

A Transportation
B Inventory
C Motion
D Waiting

104 is a …. waste
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

standards
How do we fix it?


104 is a …. waste
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

standards
How do we fix it?


104 is a …. waste
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting

A
sizes
B
C
performance
D All of the above

C
demand
D All of the above
What is it?
What causes it?

standards
How do we fix it?


A
sizes
B
C
performance
D All of the above

C
demand
D All of the above
What is it?
What causes it?

standards
How do we fix it?


A
sizes
B
C
performance
D All of the above

C
demand
D All of the above

C A&B
D None of the above

C A&B
D None of the above
Excessive movement of Machine or people Excessive movement of Product and Material


C A&B
D None of the above

C A&B
D None of the above
Excessive movement of Machine or people Excessive movement of Product and Material


C A&B
D None of the above

C A&B
D None of the above
A Transportation
B Inventory
C Motion
D Waiting
• Motion is the most obvious forms of wasted movement involve
poorly organized factories or service assemblies where cause
workers to walk around the space to gather equipment or tools to
complete their tasks.
• However, Waste of movement “Motion” can be even more specific
than this.
Imagine a worker at a fixed station on an assembly line who needs
to use three different tools each day.
If this worker needs to bend down for one of these tools each time,
then this may slow the process; even only slightly.
Moreover, after half a day of bending down for this tool the worker
could be tired or feel pain and reducing their output or engagement
with the task.
A Transportation
B Inventory
C Motion
D Waiting

111 process.
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

or poor training
How do we fix it?


111 process.
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting
What is it?
What causes it?

or poor training
How do we fix it?


111 process.
A Transportation
B Inventory
C Motion
D Waiting

A Transportation
B Inventory
C Motion
D Waiting

C
D All of the above

C
D All of the above
What is it?
What causes it?

or poor training
How do we fix it?


C
D All of the above

C
D All of the above
What is it?
What causes it?

or poor training
How do we fix it?


C
D All of the above

C
D All of the above

115
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
.
What causes it?
across a project.
materials.
How do we fix it?

115
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
.
What causes it?
across a project.
materials.
How do we fix it?

115
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
A Transportation
B Inventory
C Motion
D Waiting
118
down
A Transportation
B Inventory
C Motion
D Waiting
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
.
What causes it?
across a project.
materials.
How do we fix it?
A Transportation
B Inventory
C Motion
D Waiting
118
down
A Transportation
B Inventory
C Motion
D Waiting
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
What causes it?
across a project.
materials.
How do we fix it?
A Transportation
B Inventory
C Motion
D Waiting
118
down
A Transportation
B Inventory
C Motion
D Waiting

D All of the above

A
of entire flows
D All of the above
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
.
What causes it?
across a project.
materials.
How do we fix it?

D All of the above

A
of entire flows
D All of the above
4- WasteCertified
of time on hand
Lean Six(waiting)
late for meetings.
What is it?
.
What causes it?
across a project.
materials.
How do we fix it?

D All of the above

A
of entire flows
D All of the above

A Overproduction
B Over processing
C Defects

A Excessive.
B Surfeit.
C Redundancy
D All of the above
(largest waste)
1. Overrun.
2. Flash Flood.
3. Excessive.
4. Surfeit.
5. Overabundance.
6. Redundancy.

A Overproduction
B Over processing
C Defects

A Excessive.
B Surfeit.
C Redundancy
D All of the above
(largest waste)
1. Overrun.
2. Flash Flood.
3. Excessive.
4. Surfeit.
5. Overabundance.
6. Redundancy.

A Overproduction
B Over processing
C Defects

A Excessive.
B Surfeit.
C Redundancy
D All of the above

A Overproduction
B Over processing
C Defects
• Overproduction waste is often overlooked
by companies who see extra stock as
being an Asset rather than a Liability.
• However, the costs of running machinery
or services above the rate of production
can be a hidden waste these companies
may not consider.
• Combined both Overproduction with the
extra costs of holding excessive stock or
being unable to sell extra stock after a
certain period,
• this can create further wastes for a
business.

A Overproduction
B Over processing
C Defects
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
(largest waste)
What is it?
What causes it?
How do we fix it?
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
(largest waste)
What is it?
What causes it?
How do we fix it?
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
(largest waste)
What is it?
What causes it?
How do we fix it?
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

D All of the above

C
D All of the above
(largest waste)
What is it?
What causes it?
How do we fix it?

D All of the above

C
D All of the above
(largest waste)
What is it?
What causes it?
How do we fix it?

D All of the above

C
D All of the above

129
A Overproduction
B Over processing
C Defects
130
A Overproduction
B Over processing
C Defects
buy your product.

129
A Overproduction
B Over processing
C Defects
130
A Overproduction
B Over processing
C Defects
buy your product.

129
A Overproduction
B Over processing
C Defects
130
A Overproduction
B Over processing
C Defects

131 may lead to ………………. a product or service.
A Overproduction
B Over processing
C Defects
buy your product.

131 may lead to ………………. a product or service.
A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
6- Over Processing
What is it?
What causes it?

work instructions.
How do we fix it?


A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
6- Over Processing
What is it?
What causes it?

work instructions.
How do we fix it?


A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects

A Overproduction
B Over processing
C Defects
6- Over Processing
What is it?
What causes it?

work instructions.
How do we fix it?


A Overproduction
B Over processing
C Defects

C
work instructions
D All of the above

B
C
of documentation
D All of the above
6- Over Processing
What is it?
What causes it?

work instructions.
How do we fix it?


C
work instructions
D All of the above

B
C
of documentation
D All of the above
6- Over Processing
What is it?
What causes it?

work instructions.
How do we fix it?


C
work instructions
D All of the above

B
C
of documentation
D All of the above
137
A Staff Numbers
B Working Hours
C Competitors
D Defects

138
A Production
B Quality
C Materials
D Defective
defects.
financial gains.
itself.
137
A Staff Numbers
B Working Hours
C Competitors
D Defects

138
A Production
B Quality
C Materials
D Defective
defects.
financial gains.
itself.
137
A Staff Numbers
B Working Hours
C Competitors
D Defects

138
A Production
B Quality
C Materials
D Defective
A Overproduction
B Over processing
C Defects

A Production
B Quality
C Materials
D Defective
141
A Production
B Quality
C Materials
D Defective
What is it?
or products.
What causes it?

documentation.
How do we fix it?

A Overproduction
B Over processing
C Defects

A Production
B Quality
C Materials
D Defective
141
A Production
B Quality
C Materials
D Defective
What is it?
or products.
What causes it?

documentation.
How do we fix it?

A Overproduction
B Over processing
C Defects

A Production
B Quality
C Materials
D Defective
141
A Production
B Quality
C Materials
D Defective
What is it?
or products.
What causes it?

documentation.
How do we fix it?

A Overproduction
B Over processing
C Defects

A Production
B Quality
C Materials
D Defective
141
A Production
B Quality
C Materials
D Defective

D All of the above

A
B
C
D All of the above
What is it?
or products.
What causes it?

documentation.
How do we fix it?


D All of the above

A
B
C
D All of the above
What is it?
or products.
What causes it?

documentation.
How do we fix it?

• Use techniques like the DMAIC process and other Six
Sigma methodologies to tackle defects.

D All of the above

A
B
C
D All of the above

waste
A Overproduction
B Over processing
C Defects
• Skills Waste is this final waste is not created by
Taiichi Ohno but it is added to quality management
at 1990 by James P. Womack and Daniel T. Jones and
Daniel Roos at 1990 - in their well-known book “The
machine that changed the world”.
• When a high skilled individuals with significant
training undertaking tasks which a machine could
do.
• Those staff could be focusing on the high-value tasks
which they want to do, can do, and contribute most
to the business. Beyond this,
• it benefits to involve process users in the creation of
processes as they are able to provide valuable insight
into the day to day use of a process; particularly
useful in process optimization.
• Workers who feel like they have ownership over the
processes they use are likely to engage with those
processes more and provide better output.

waste
A Overproduction
B Over processing
C Defects

waste
A Overproduction
B Over processing
C Defects

146
A Overproduction
B Over processing
C Defects
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

waste
A Overproduction
B Over processing
C Defects

146
A Overproduction
B Over processing
C Defects
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

waste
A Overproduction
B Over processing
C Defects

146
A Overproduction
B Over processing
C Defects

147
A Overproduction
B Over processing
C Defects

148
A Overproduction
B Over processing
C Defects
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

147
A Overproduction
B Over processing
C Defects

148
A Overproduction
B Over processing
C Defects
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

147
A Overproduction
B Over processing
C Defects

148
A Overproduction
B Over processing
C Defects

149
B
C
D All of the above

B
D All of the above
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

149
B
C
D All of the above

B
D All of the above
What is it?
automated.
permanent.
What causes it?
How do we fix it?
documentation.

149
B
C
D All of the above

B
D All of the above
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
100
Unit 03
MUDA, MURA and MURI
Chapter 01 General Types of waste,

“MUDA, MURA and MURI”. 50
Chapter 02 Toyota Production System, TPS. 50

Unit 03
Chapter 01
1- Gemba Walk.
2- General Types of waste.
01 MUDA “Waste - TIMWOODS”.
General Types of waste 02 MURA “Waste - Unevenness”.

03 MURI “Waste - Overburdened”.
“MUDA, MURA and MURI”.
3- Relationship between “Muda, Mura and Muri”.
4- 5S+1
1- Genba (現場, also Romanized as Gemba)
Gemba Walk >>> Real Place >>> Go and see it yourself.

• Taiichi Ohno led the development of the concept of the Gemba Walk.
• Gemba is a Japanese term meaning "The Actual Place".
• Gemba walks is the action of Going To See The Actual Process, Understand The Work, ask questions, and
learn.
• Gemba walks is a fundamental part of Lean management philosophy, Japanese detectives call the crime
Scene Genba, and Japanese TV reporters may refer to themselves as reporting from Genba.
• In business, Genba refers to the place where value is created;
• in manufacturing the Genba is the factory floor, It can be any "site" such as a construction site, sales floor
or where the service provider interacts directly with the customer
01 ….. is a Japanese term meaning "the actual place".
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.
02 Gemba walks is the action of …..

A Going to see the actual process.
B Understand the work.
C Ask questions and learn.
D All of the above
03 …. led the development of the concept of the Gemba Walk

A Taiichi Ohno
B Shigeo Shingo
C Paul and Joseph Galvin
D Jack Welch
01 ….. is a Japanese term meaning "the actual place".
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

D All of the above

A Taiichi Ohno
B Shigeo Shingo
D Jack Welch

• In Lean Manufacturing, the idea of Genba is that the problems are
visible, and the best improvement ideas will come from going to
the Genba.
• The gemba walk, is called “Management by walking Around (MBWA)”,
is an activity that takes management to the front lines to look for waste
and opportunities to practice (Genba Kaizen, or Practical Shop Floor
Improvement).
In Lean Manufacturing, the idea of Genba is that the

04 problems are…..
A Hidden
B Visible
C Specific
D Controlled
In Lean Manufacturing, the best improvement ideas will

05 come from.
A Searching the internet.
B Asking for history report.
C Sending team to collect data.
D Going to the Genba

A Hidden
B Visible
C Specific
D Controlled

05 come from.
Management by walking Around (MBWA), is another

06 meaning for …..
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.
07 Practical Shop Floor Improvement is another meaning for …..

A Genba
B Kaizen
C Genba Kaizen
D Poka-yoke.

A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

A Genba
B Kaizen
C Genba Kaizen
D Poka-yoke.

• In Quality Management, Genba means the manufacturing floor
and the idea is that if a problem occurs.
• The engineers Must go there to understand the full impact of the
problem, Gathering data from all sources. Unlike focus groups and
surveys, Genba visits are not scripted or bound by what one wants
to ask.
In Quality Management, …… means the manufacturing

08 floor and the idea is that if a problem occurs.
A DPMO
B Gemba
C Surveys
D Focus Groups
09 Gemba visits are bounded by what one wants to ask.

A True
B False

A DPMO
B Gemba
C Surveys
D Focus Groups

A True
B False

• The Gemba Walk is an opportunity for staff to stand back from
their day-to-day tasks to walk the floor of their workplace to
identify wasteful activities.
• The objective of Gemba Walk is to understand the value stream
and its problems rather than review results or make superficial
comments.
The objective of Gemba Walk is to review results or make

10 superficial comments rather than understanding the value
stream and its problems.
A True
B False
…… is an opportunity for staff to stand back from their day-

11 to-day tasks to walk the floor of their workplace to
A DPMO
B Gemba Walk
C Surveys
D Focus Groups

A True
B False

A DPMO
B Gemba Walk
C Surveys
D Focus Groups

How we implement Gemba Walk In Lean?
• Observe People, Process, Steps >>>> Never interfere with the process to
correct it.
• >>> Communicate / Ask Questions.
• >>> Recognize / Compare.
• >>> Cooperate.
• >>> Take Notes.
Repeat the observation for each process At Least 10-15 Times, before classifying the process.
During Gemba walk management can interfere with the

12 process to correct it.
A True
B False
During Gemba walk we should repeat the observation for

13 each process, At least………. before classifying the process.
A 05-10 Times
B 10-15 Times
C 15-20 Times
D 20-25 Times

A True
B False

A 05-10 Times
B 10-15 Times
C 15-20 Times
D 20-25 Times
Do you recognize the following scenario?
• Some days, you are feeling as if your workload may
be heavier than your colleagues ! You cannot find a
moment of rest, while they have many!
• It might be, you are suffering from Muda, Mura and
Muri. These three Japanese terms concern the
deviation of (business) processes and they are
unmissable within Lean.
01- MUDA
• Eliminating these 3M’s creates a continuous, “Waste - TIMWOODS”.
outbalanced business process,
• which accounts for a manageable workload
• for each employee as well as all machines.
03- MURI 3M 02- MURA

“Waste - Overburdened”. “Waste - Unevenness”.
14 …… is a TIMWOODS waste.
A MUDA
B MURA
C MURI
D All of the above
15 …… is an Unevenness waste.
A MUDA
B MURA
C MURI
D All of the above
16 …… is an Overburdened waste.
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
2- General Types of waste
1- Muda (無駄)
is any form of Waste in the process
“Muda is the comprehensive term of TIMWOODS waste”.
MUDA is not an entirely independent concept. 01- MUDA
It coexists with MURA and MURI. “Waste - TIMWOODS”.
• Muda means wastefulness, uselessness, which is contradicting value-addition.

• There are two types of Muda, Type 01 Muda and Type 02 Muda:
• Muda Type 01: Includes non-value-added activities in the processes that are
NECESSARY for the end customer. For example, inspection and safety testing does
not directly add value to the final product; however, they are necessary activities to
ensure a safe product for customers.
• Muda Type 02: Includes non-value added activities in the processes, but these
activities are UNNECESSARY for the customer. As a result, Muda Type 2 should be
eliminated
…… is wastefulness, uselessness, which is contradicting

17 value-addition.
A MUDA
B MURA
C MURI
D All of the above
18 …..is any form of Waste in the process

A Muda
B Muri
C Mura
D All of the above

17 value-addition.
A MUDA
B MURA
C MURI
D All of the above

A Muda
B Muri
C Mura
D All of the above
…… Includes non-value-added activities in the processes

19 that are Necessary for the end customer.
A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02
includes non-value added activities in the processes, but

20 these activities are Unnecessary for the customer.
A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02
1- Muda (無駄)
01- MUDA
“Waste - TIMWOODS”.
• Waste must be identified and classified in order to be eliminated.
• The two key forms of wastes are Obvious wastes and Hidden wastes.
• Obvious wastes is All TIMWOODS wastes.
• Hidden wastes are often the most dangerous wastes.
• If hidden wastes are not addressed, even in small ways, it will allows
them to grow and results in hidden wastes being larger than obvious ones.
• Hidden wastes same of iceberg; once we spot the tip we should know that
there’s a greater body hidden under the surface.
Waste can be eliminated without being identified or

21 classified.
A True
B False
Obvious wastes and Hidden wastes are the two key forms
22 of wastes.
A True
B False

21 classified.
A True
B False
22 of wastes.
A True
B False
23 TIMWOODS wastes are considered ……

A Obvious wastes
B Hidden wastes
C Unevenness wastes
D Overburdened wastes
24 …….. are often the most dangerous wastes.

A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
If …….. are not addressed, even in small ways, it will allow
25 them to grow and results in hidden wastes being larger
than obvious ones.
A Obvious wastes
B Hidden wastes
C Unevenness wastes
…… same of iceberg; once we spot the tip we should know
26 that there’s a greater body hidden under the surface
A Obvious wastes
B Hidden wastes
C Unevenness wastes
25 them to grow and results in hidden wastes being larger
than obvious ones.
A Obvious wastes
B Hidden wastes
C Unevenness wastes
A Obvious wastes
B Hidden wastes
C Unevenness wastes
1- Muda (無駄)
The primary steps for handling waste are:
01- MUDA
1. Make waste visible. “Waste - TIMWOODS”.
2. Be conscious of the waste.

3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste
• The primary steps for handling Muda waste are rely on
Awareness, Discussion, and Accountability
as much as they rely on analysis or actions.
The primary steps for handling Muda waste are rely on … , … ,

27 …. as much as they rely on analysis or actions.
A Awareness, discussion and accountability.
B Presence, audit and follow-up
C Arrangement, integration and meeting
D Organizing, leading and controlling

B Presence, audit and follow-up
C Arrangement, integration and meeting
D Organizing, leading and controlling
1- Muda (無駄)
01- MUDA
Lean aims at Decreasing, “Waste - TIMWOODS”.
Muda (無駄)
because
Not only are they able to awaken
disappointment within you and your Colleagues,
But
Customers might have to deal with this as well.
Lean aims at decreasing ……… waste as it is not only awakened

28 disappointment within you and your workforce, but
customers will have to deal with this as well.
A MUDA.
B MURA.
C MURI.
D Defects.
Lean aims at decreasing ……… waste as it is not only awakened

28 disappointment within you and your workforce, but
customers will have to deal with this as well.
A MUDA.
B MURA.
C MURI.
D Defects.
2- MURA (斑)
02- MURA
“Waste - Unevenness”.
• Mura means unevenness, non-uniformity, and irregularity.

• Mura is the reason for the existence of any of the 08 wastes (Muda).
In other words, Mura drives and leads to Muda.
➢ For example,
in a manufacturing line, products need to pass through several workstations
during the assembly process.
When the capacity of one station is greater than the other stations,
we will see an accumulation of waste in the form of overproduction, waiting, etc.
• The goal of a Lean production system is to level out the workload so that there
is no unevenness or waste accumulation.
29 ….. means non-uniformity, and irregularity.

A Muda
B Mura
C Muri
D All of the above
30 …… drives and leads to Muda.

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
• MURA is one of the key causes of bottleneck situations (one process in a
production system fails to reach the output of the others, resulting in
provoking waste in the other processes as they are not able to reach their
maximum or optimum output).
• Another result comes with the “bottleneck” is “Lean-jargon” it is the work
pressure is higher than the work that can actually be processed.
• The term Mura is often used to reason about situations where employees or
machines are unable to handle the workload.
“A possible result of removing Mura is an Accumulation Of Work”.
31 ….. is one of the key causes of bottleneck situations.
A Muda
B Mura
C Muri
D All of the above
….. Is when one process in a production system fails to
reach the output of the others, resulting in provoking
32 waste in the other processes as they are not able to reach
their maximum or optimum output
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
A Muda
B Mura
C Muri
D All of the above
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
….. Is the work pressure being higher than the work that
33 can actually be processed.
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
The term …… is often used to reason about situations where
34 employees or machines are unable to handle the workload.
A Muda
B Mura
C Muri
D All of the above
A possible result of removing ……….. is an accumulation of

35 work.
A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above
A possible result of removing ……….. is an accumulation of

35 work.
A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
• Mura can be avoided through the (Just-In-Time ‘Kanban’)

systems and other pull-based strategies that limits
overproduction and excess inventory.
• The key concept of a Just-In-Time system is delivering and
producing “The Right Part, At The Right Amount, And At
The Right Time”.
• Mura described as a skewed distribution of data.
…… can be avoided through the Just-In-Time ‘Kanban’

36 systems.
A Muda
B Mura
C Muri
D All of the above
The key concept of a Just-In-Time system is delivering
37 and producing …..
A The right part
B The right amount,
C The right time.
D All of the above

36 systems.
A Muda
B Mura
C Muri
D All of the above
A The right part
B The right amount,
C The right time.
D All of the above
38 …… described as a skewed distribution of data.

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
“Waste - Overburdened”.
• Muri means overburden, beyond one’s power, excessiveness, impossible.
• Muri can result from Mura and in some cases be caused by excessive removal
of Muda (waste) from the process.
• Muri exists when machines or operators are utilized for more than 100%
capability to complete a task or in an unsustainable way.
• Muri over a period of time can result in employee absenteeism, illness, and
breakdowns of machines.
• Standardize work can help avoid Muri by designing the work processes to
evenly distribute the workload and not overburden any particular employee
or equipment.
39 ….. means beyond one’s power, excessiveness, impossible

A Muda
B Mura
C Muri
D All of the above
….. can result from Mura and in some cases be caused by

40 excessive removal of Muda (waste) from the process.
A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
….. exists when machines or operators are utilized for more
41 than 100% capability to complete a task or in an
unsustainable way.
A Muda
B Mura
C Muri
D All of the above
….. over a period of time can result in employee
42 absenteeism, illness, and breakdowns of machines.
A Muda
B Mura
C Muri
D All of the above
unsustainable way.
A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above
Standardize work can help avoid ….. by designing the work

43 processes to evenly distribute the workload and not
overburden any particular employee or equipment
A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
3- Relationship between Muda, Mura and Muri.
• Muda, Mura, and Muri are interrelated.
• Eliminating one of them will affect the

other two.
• For example,
• A firm that needs to transport 06 tons
of materials to a customer
“Has Several Options”.
1- The first option:

• is to load one truck with all 06
tons and make a single trip.
However in this example,

• it would be considered Muri due
to the overburden of the truck.
• This excess load can lead to a
breakdown.
2- The second option
• is to divide the transportation into two trips.
• One with two tons and the other with four tons.
• This would be considered Mura since the
unevenness of the arrival of materials to the
customer
• can lead to problems at the receiving dock.
• In the first trip, the delivery may be too little for the
production necessary on-site.
• In the second trip, the amount of delivered material
may be too much for on-site storage and material
handling.
• This leads to Muri since one of the truck is
overburden and the receiver is also overburden for
that delivery.
• Additionally, Muda can be seen from the uneven
workload. This can cause employees who receive the
materials to wait around.
3- The third option:

• is to load two tons on each truck and make
three trips.
• Even though this option has No Mura and
No Muri, it has Muda since the truck
would not be fully loaded on each trip.
• Each truck can carry up to 03 tons of
material and the third option makes one
unnecessary trip (we have a
transportation waste)
4-The fourth option:
• is to deliver the materials with two trucks each
with 03 tons.
• In this example, this would be the optimal level
that minimizes Muda, Mura, and Muri.
• Muda does not exist because no excess capacity
nor unnecessary trips with this strategy.
• Mura does not exist because no unevenness and the
workload between the two deliveries are uniform.
• Muri does not exist because no overburden of the
truck as both the truck and the operators are not
working beyond their capacity.
• In real world applications of Lean, it is not always easy or possible to
find an best solution.
• Reducing Muda can lead to Muri, The existence of Mura can be seen as
a waste in Muda.
• And finally Muri can lead to a breakdown in the system that will
result in a large amount of Muda and Mura.
• Since real world problems are dynamic and the needs of customers are
always changing, our work processes must also change as well.
• As we design our processes and standardize our work, we must look at
the resulting system from these three concepts.
• Only by considering the impacts of Muda, Mura, and Muri and improve
our production strategy can we develop an efficient Lean system.
4- 5S+1 "Sort", "Straighten", "Shine", "Standardize", and "Sustain“ + “Safety”,
1. Sort – Step 1, get rid of clutter, >>> Removing anything which not required for you to do your daily job
"When you have a doubt, just remove it" Remove the clutter.
2. Straighten – Step 2, Set in Order, Keeping things in which you need them to be accessed in the right order >>>
"Everything has a place & Everything in its Place“.
3. Shine – Step 3, Once the clutter has been disposed of and everything has been given its proper place,
this phase of 5S is all about keeping the newly found order. Individuals should be responsible for their own work
area, adopting habits for daily 5-10 minute cleaning routines, >>> Cleanliness -keeping everything swept and clean
for inspection, for safety and preventative maintenance.
4. Standardize –Step 4, it is a maintaining routine. Once the workplace has gotten through the first three phases,
it is often difficult to keep it up to the new standards you have set for yourself. Don’t underestimate how difficult it
will be to maintain your new tidy work area. Even Toyota found that it can take months to instill this mindset into
their employees. Surprise “audits” and staff incentives have been incorporated into company cultures to hold all
individuals accountable to staying organized >>> Colour Coding, Labeling, Files name, Standard Operating Procedure...
5. Sustain – Step 5, From now on, we are moving into the area of ongoing improvement. All the previous steps of 5S
have been about creating and maintaining a clean and organized working environment.
This phase is about moving forward, not just maintaining the standards you’ve set for yourselves, but building on
those and raising the bar. As with any process, as lessons are learned, make improvements to the 5S effort. >>>
Management >>>> Audit (Planned / Surprise), Appreciation Award...show Performance.
6. Safety >>> FMEA...... Steering Committee.....
….. Is Removing anything which not required for you to do
44 your daily job, when you have a doubt, just remove it "
Remove the clutter”.
A Sort
B Straighten
C Shine
D Standardize
…… Is a set in order, keeping things in which, you need
45 them to be accessed in the right order “everything has a
place and everything in its place.”.
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
…. Is keeping the newly found order, Cleanliness -keeping
46 everything swept and clean for inspection, for safety and
preventative maintenance.
A Sort
B Straighten
C Shine
D Standardize
Colour Coding, Labeling, Files name, Standard Operating

47 Procedure are examples for …..
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize

A Sort
B Straighten
C Shine
D Standardize
48 …. Considered as the area of ongoing improvement.
A Sort
B Sustain
C Shine
D Safety
49 ……. phase is about moving forward

A Sort
B Sustain
C Shine
D Safety
50 FMEA is one of 5S+1 tools, it is used within the ….. Part.

A Sort
B Sustain
C Shine
D Safety
A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
100
Unit 03
MUDA, MURA and MURI
Chapter 01 General Types of waste,

“MUDA, MURA and MURI”. 50
Chapter 02 Toyota Production System, TPS. 50

Unit 03
MUDA, MURA and MURI
Chapter 02
Heijunka / Stability / Production Leveling.
1- 5S+1.
2- Standardized Work.
3- Work Leveling.
TPS, Toyota Production System.
4- JIT - Just-In-Time
5- Jidoka
Work towards Perfection
The complete elimination of waste ensuring all activities create value for the customer
Taiichi Ohno is considered to be the father of the TPS. Toyota Production System.
TPS
Toyota Production System. House."
Goal: Highest Quality, Lowest cost, Shortest Lead Time.
4- Just-in-Time 5- Jidoka
• Stop and notify of abnormalities
• Continuous Flow • Separate human work and machine
• Takt Time work.
• Pull System.
1- 5S+1. 2- Standardized Work. 3- Work Leveling.

Heijunka / Stability
TPS
Quality
Quality Concepts are bases on ….
• Understanding customer requirements and designing
products and services that satisfy those requirements.
• Developing processes that are capable of producing
those goods and services.
• Quality comes from Meeting customer expectations.
51 Quality comes from….

A Reducing project problems.
B Reducing team members.
C Meeting customer expectations
D All of the above
52 Quality Concepts are bases on ….

A Understanding customer requirements
Designing products and services that satisfy those
B
requirements
Developing processes that are capable of producing
C
those goods and services
D All of the above

D All of the above

B
requirements
C
D All of the above
1- 5S+1
‫الفرز‬ ‫التسوية‬ ‫اللمعان‬ ‫التوحيد‬ ‫الثبات‬
Sort Straighten Shine Standardize Sustain
TPS 1. Sort >>> Removing anything which not required for you to do your daily job
Toyota Production System. House." "When you have a doubt, just remove it" Remove the clutter.
Goal: Highest Quality, Lowest cost, Shortest Lead Time. 2. Straighten >>> Set in Order, Keeping things in the right order, in which you
need them to be accessed... "Everything has a place & Everything in its Place“.
4- Just-In-Time 5- Jidoka
3. Shine >>> Cleanliness -keeping everything swept and clean for inspection,
• Stop and notify of
• Continuous Flow abnormalities
for safety and preventative maintenance.
• Takt Time
• Pull System. • Separate human 4. Standardize >>> Colour Coding, Labeling, Files name, Standard Operating
work and
machine work. Procedure...
5. Sustain >>> Management >>>> Audit (Planned / Surprise), Appreciation
Award...show Performance.
6. Safety >>> FMEA...... Steering Committee..... Excel
5s is a Japanese methodology is created and used for productive work environment

…… is a Japanese methodology is created and used for

53 productive work environment.
A 5Ways.
B Kanban.
C Poka-yoke.
D 5s

53 productive work environment.
A 5Ways.
B Kanban.
C Poka-yoke.
D 5s
2- Standardized Work
Standardized Work is establishing precise procedures for each
operator’s work in a production process.
Standardized Work based on three elements: >>>
1. Takt time, which is the rate at which products must be made in
TPS a process to meet customer demand.
2. The precise work sequence is, which an operator performs
Goal: Highest Quality, Lowest cost, Shortest Lead Time. tasks within takt time.
4- Just-In-Time 5- Jidoka 3. The standard inventory, including units in machines,
• Stop and notify of required to keep the process operating smoothly.
• Takt Time
• Pull System. • Separate human Standardized work, once established and displayed at workstations,
work and
machine work. is the object of continuous improvement through kaizen.
The benefits of standardized work include
1. Documentation of the current process for all shifts.
Heijunka / Stability 2. Reductions in variability.
3. Easier training of new operators,.
4. Reductions in injuries and strain,.
5. A baseline for improvement activities.
…… is establishing precise procedures for each operator’s

54 work in a production process.
A Standardized Work
B Six Sigma
C Lean
D 8 Ds.
55 Standardized Work is based on …..

A Takt time
B The precise work sequence
C The standard inventory
D All of the above

A Standardized Work
B Six Sigma
C Lean
D 8 Ds.

A Takt time
D All of the above
…….. is the rate at which products must be made in a process to meet

56 customer demand.
A Takt time
D Six Sigma
57 …….. is which an operator performs tasks within takt time.

A Takt time
D Six Sigma

56 customer demand.
A Takt time
D Six Sigma

A Takt time
D Six Sigma
…….. once established and displayed at workstations, is the object of

58 continuous improvement through kaizen.
A Standardized Work
B Six Sigma
C Lean
D 8 Ds.
59 …….. is one of the benefits of standardized work.

A Documentation of the current process for all shifts.
B Reductions in variability.
C Easier training of new operators, reductions in injuries and strain.
D All of the above

A Standardized Work
B Six Sigma
C Lean
D 8 Ds.

D All of the above
The “Three Basic Forms” commonly are
utilized in creating standardized work in
TPS process Stability and Production Leveling.

1. Process Capacity Sheet.
4- Just-In-Time 5- Jidoka 2. Standardized Work Combination Table.
• Continuous Flow
abnormalities
3. Standardized Work Chart.
• Takt Time
• Pull System. • Separate human
work and
machine work.
These Three Basic Forms are used by
1- 5S+1. 2- Standardized Work. 3- Work Leveling. engineers and front-line supervisors to design
Heijunka / Stability the process and by operators to make
improvements in their own jobs.
…… is the basic form that creating standardized work in process

60 Stability and Production Leveling.
A Process capacity sheet
B Standardized work combination table
C Standardized work chart
D All of the above
…….. used by engineers and front-line supervisors to design the process

61 and by operators to make improvements in their own jobs.
D All of the above

D All of the above

D All of the above
TPS
• Takt Time
work and
machine work.
This form is used to:
TPS
Toyota Production System. House." 1. Calculate the capacity of each machine in
a linked set of processes (often a cell).
• Continuous Flow
abnormalities
2. Confirm the true capacity and to identify
and eliminate bottlenecks.
• Takt Time
work and
machine work.
3. Determines such factors as machine cycle

times, tool setup and change intervals, and
manual work times.
…… is used to calculate the capacity of each machine in a linked set of
62 processes (often a cell).
D Work standards sheet
63 …… is used to confirm the true capacity and to identify and eliminate bottlenecks.
…… is used to determines such factors as machine cycle times, tool setup and
64 change intervals, and manual work times.
2. Standardized Work Combination Table.
TPS
• Takt Time
work and
machine work.
TPS 1. Showing the combination of manual work
Toyota Production System. House." time, walk time, and machine processing time
Goal: Highest Quality, Lowest cost, Shortest Lead Time. for each operator in a production sequence.
2. Providing more detail and is a more precise
• Continuous Flow
• Takt Time
abnormalities process design tool than the operator balance
work and
machine work.
chart.
3. Showing the interactions between operators
1- 5S+1. 2- Standardized Work. 3- Work Leveling. and machines in a process.
Heijunka / Stability 4. Permitting the recalculation of operator work
content as takt time expands and contracts
over time.
…… is used for showing the combination of manual work time, walk time,
65 and machine processing time for each operator in a production sequence
66 …… is used to provide more detail and is a more precise process design.


…… is used to show the interactions between operators and machines in a

67 process.
…… is used for permitting the recalculation of operator work content as

68 takt time expands and contracts over time.

67 process.

TPS
• Takt Time
work and
machine work.
TPS 1. Showing operator movement and material location in
Toyota Production System. House." relation to the machine and overall process layout.
2. Show the three elements that constitute standardized
work: the current takt time (and cycle time) for the
job, the work sequence, and the amount of required
• Takt Time
work and standard in-process stock to ensure smooth
machine work.
operations.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 3. Displayed at workstations as a tool for visual
Heijunka / Stability management and kaizen.
4. Continuously reviewed and updated as the condition
of the worksite changes or improves.
…… is used to showing operator movement and material location in

69 relation to the machine and overall process layout.
…… is used to show the three elements that constitute standardized work:

the current takt time (and cycle time) for the job, the work sequence, and
70 the amount of required standard in-process stock to ensure smooth
operations.


operations.
…… it is displayed at workstations as a tool for visual management and

71 kaizen.
…… showing continuously reviewed and updated as the condition of the

72 worksite changes or improves.

71 kaizen.

The 03 standardized work forms typically are used in
conjunction with two other worksite forms:
The work standards sheet and the job instruction sheet.
TPS
1. The work standards sheet summarizes a variety of
documents that define how to build the product according
to engineering specifications. The work standards sheet
5- Jidoka
4- Just-In-Time
details precise operational requirements that must be
• Continuous Flow
abnormalities adhered to in order to assure product quality.
• Takt Time
work and
machine work.
2. The job instruction sheet—also called a job breakdown
sheet or a job element sheet—is used to train new operators.
And lists the steps of the job, detailing any special knack
that may be required to perform the job safely with utmost
quality and efficiency.
…… summarizes a variety of documents that define how to build the

73 product according to engineering specifications.
B Job instruction sheet
…… details precise operational requirements that must be adhered to in

74 order to assure product quality.


75 ……used to train new operators.

……lists the steps of the job, detailing any special knack that may be
76 required to perform the job safely with utmost quality and efficiency.
75 ……used to train new operators.

3- Work Leveling
Work Leveling
sometimes called
TPS Production Smoothing.

• Work Leveling is one of the HOTTEST topics in
4- Just-In-Time 5- Jidoka lean Management.
• Continuous Flow
• Takt Time
abnormalities • if the production system is not ready for
work and leveling.
machine work.
• it is known also that if process not leveled it

1- 5S+1. 2- Standardized Work. 3- Work Leveling. will has lots of potential to make things from
worse to. A lot worse!.
77 ……sometimes called production smoothing.

A Work Leveling
B Capacity Leveling
C One-Piece Flow Leveling
D Lead Leveling
77 ……sometimes called production smoothing.

A Work Leveling
B Capacity Leveling
D Lead Leveling
3- Work Leveling
Sources of Fluctuation
TPS
• There are different sources of
Goal: Highest Quality, Lowest cost, Shortest Lead Time. fluctuations that mess up your
shop floor.
• Takt Time
work and
machine work.
1- Your Customers.
2- Your Suppliers.
3- Work Leveling.
3- Your own shop floor.
1- 5S+1. 2- Standardized Work.
… is a source of fluctuations that mess up your shop

78
floor.
A Your Customers.
B Your Suppliers.
C Your own shop floor.
D All of the above

78
floor.
A Your Customers.
B Your Suppliers.
D All of the above
3- Work Leveling
Sources of Fluctuation For Reading
1- Your Customers:
TPS • One common sigh heard on the shop floor is that “life would
be so easy if there would be no customers ”.
Goal: Highest Quality, Lowest cost, Shortest Lead Time. • Well,yes, except that the customer is also your source of
4- Just-In-Time 5- Jidoka income .
• Continuous Flow
• Stop and notify of • In any case customers has different demand.
abnormalities
• Takt Time
• Pull System. • Separate human • If you win an award or receive good reviews, demand may
work and
machine work. go up.
• If you are in the news due to product failures, demand may
1- 5S+1. 2- Standardized Work. 3- Work Leveling. go down
• Even without such effects, customer demand fluctuates .
• Even if the total number of products sold are reasonably
stable, demand by part type varies usually more widely.
3- Work Leveling
2- Your Suppliers
TPS
• your shop floor will have a lot of trouble
• with supply being overdue and late, quality problems,
or even shipping
• the wrong product altogether. One of the worst cases
• Continuous Flow
• Takt Time
abnormalities are suppliers that ship
work and • the wrong goods in the right boxes or with the right
machine work.
labeling. You do not know
• that you have the wrong product until you open the
box. Hence, suppliers are also a major source of
fluctuation on the shop floor.

3- Work Leveling
3- Your Own Shop Floor

TPS • It is easy to blame others, like your suppliers or customers,
especially if they are not there to defend themselves
Goal: Highest Quality, Lowest cost, Shortest Lead Time. • However, a major source of fluctuation, if not the largest, is
4- Just-In-Time 5- Jidoka your own shop floor,
• Continuous Flow
• Stop and notify of • You may misplace parts, have unplanned absenteeism of
abnormalities
• Takt Time
• Pull System. • Separate human key workers, have broken machines ,
work and
machine work. • or simply have a messy and uncoordinated planing.
• Also, other departments may mess things up .
1- 5S+1. 2- Standardized Work. 3- Work Leveling. • Development may request time in your shop floor to do some
testing (sometimes even with parts that they simply took
out of your inventory without telling anyone, have ramp-ups
of new products, and enerally make life harder on the shop
floor.
Realize that these sources of

fluctuation are connected
With the different sources of fluctuations,

it is important to realize that they are connected.
You receive the fluctuations from your customer and from your supplier.
However, you are the customer of your supplier,
and they also receive fluctuations from you!
the fluctuations on your shop floor are not only a result of others,
but also by itself a source of fluctuation.
Your Customers, Suppliers, Your Own Shop Floor are the sources of
79 process fluctuation normally they are …..
A Separated
B Connected
C Consecutive
D Isolated
A Separated
B Connected
C Consecutive
D Isolated
3- Work Leveling
How to Do It:
Production Leveling,
TPS
Production Smoothing,
Goal: Highest Quality, Lowest cost, Shortest Lead Time. Usually the decoupling and smoothing
4- Just-In-Time 5- Jidoka of customer demand is met.
Ways to do work leveling.

• Takt Time
work and
machine work.
1. Capacity Leveling.
2. A pattern repeating every 1, 2, 3, or 4 weeks.
3. One Piece Flow.
80 …… usually the decoupling and smoothing of customer demand is met

A Capacity leveling
B Production leveling
C One-piece flow leveling
D Lead leveling
81 ……to do work leveling.

A Capacity Leveling.
B A pattern repeating every 1, 2, 3, or 4 weeks.
C One Piece Flow.
D All of the above

A Capacity leveling
D Lead leveling

C One Piece Flow.
D All of the above
3- Work Leveling
How to Do It
production leveling, production smoothing, usually the
TPS decoupling and smoothing of customer demand is met.
Toyota Production System. House." Ways To Do Work Leveling.
1. Capacity Leveling
4- Just-In-Time 5- Jidoka • Do not add more production orders into the system than
• Continuous Flow
abnormalities
what the system can handle.
• Takt Time
• Pull System. • Separate human • Produce the same total quantity every day. Doable for
work and
machine work. almost everybody.
• If you are using a pull system like kanban then you are
1- 5S+1. 2- Standardized Work. 3- Work Leveling. already almost there.
…… means do not add more production orders into the system than what
82 the system can handle.
C One Piece Flow.
D Lead leveling
…… it has a produce with the same total quantity every day. Doable for
83 almost everybody.
C One Piece Flow.
D Lead leveling
C One Piece Flow.
D Lead leveling
C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
Ways To Do Work Leveling.
2. A pattern repeating every 1, 2, 3, or 4 weeks
• Stop and notify of 1. This is what most people mean when they talk
• Continuous Flow
about leveling
abnormalities
• Takt Time
work and
machine work. 2. It is also known as Every Product Every Cycle
(EPEC).
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 3. This is one of the biggest sources of waste in lean
Heijunka / Stability It can work, but it has very high requirements.
84 …… is what most people mean when they talk about leveling

C One Piece Flow.
D Lead leveling
85 Every Product Every Cycle (EPEC) is also known as …..

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
production leveling, production smoothing,
TPS usually the decoupling and smoothing of customer
demand is met.
4- Just-In-Time 5- Jidoka Ways To Do Work Leveling.

3- One Piece Flow:
• Takt Time
1. Produce the same total number every day.

work and
machine work.
2. Match customer demand as much as possible.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 3. Produce in lot size one and distribute your part
Heijunka / Stability types evenly throughout the day. This is
difficult, but can be done. In terms of leveling,
this is the highest achievement of leveling.
86 …… is to produce the same total number every day

C One Piece Flow.
D Lead leveling
87 …… is to match customer demand as much as possible.

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
• Just in time (JIT) is a workflow methodology
aimed at reducing flow times within
TPS production systems, as well as response times
from suppliers and to customers.
4- Just-In-Time 5- Jidoka • Just in time (JIT) When done well,

• Continuous Flow
• Takt Time
abnormalities impacting organization’s productivity, risk
work and
machine work.
management, and operating costs.
• Just in time (JIT) helps organizations control
variability in their processes, allowing them to
increase productivity while lowering costs.
…… is a workflow methodology aimed at reducing flow times within

88 production systems, as well as response times from suppliers and to
customers.
A 5S
B Standardized Work
C Work Leveling
D JIT - Just-In-Time
…… When done well, impacting organization’s productivity, risk

89 management, and operating costs.
A 5S
B Standardized Work
C Work Leveling

customers.
A 5S
B Standardized Work
C Work Leveling

A 5S
B Standardized Work
C Work Leveling
Benefits of Just-in-Time Manufacturing:
• Reduction in inventory.
TPS
• Reduction in labor costs.
• Reduction in space needed to operate.
4- Just-In-Time 5- Jidoka • Reduction in WIP (work in process).
• Continuous Flow
abnormalities
• Increase in production.
• Improvements in product quality (lower
• Takt Time
work and
rates of defects).
machine work.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. • Reduction of throughput time.

Heijunka / Stability • Reduction of standard hours.
• Increase in number of shipments.
…… one of the benefits of Just-in-Time in lean

90
Manufacturing is a Reduction in.
A Inventory
B Labor costs
C Space needed to operate
D All of the above
…… one of the benefits of Just-in-Time in lean

90
A Inventory
B Labor costs
C Space needed to operate
D All of the above
5- Jidoka
It is a step to
• Stop and notify of abnormalities and
TPS
Separate human work from machine work .
4- Just-In-Time 5- Jidoka Jidoka Tools:

• Continuous Flow
• Takt Time
abnormalities
• Separate human
1- ANDON.
2- TPM - Total Productive Maintenance.
• Pull System.
work and
machine work.
3- KAIZEN.
4- Poka Yoke.
5- Jidoka
Jidoka Tools:
TPS 1- ANDON
A manufacturing tool refers to
a Status-display Station
• Takt Time
work and
machine work.
• If there is a defect, it should not transferred to next level, it will not pass.
…… is to Stop and notify of abnormalities and Separate human work

91 from machine work
A Jidoka
B Standardized Work
C Work Leveling
92 …… A Lean manufacturing tool refers to a Status-display Station

A Jidoka
B Standardized Work
C ANDON

A Jidoka
B Standardized Work
C Work Leveling

A Jidoka
B Standardized Work
C ANDON
5- Jidoka
Jidoka Tools:
2- TPM
TPS
Total Productive Maintenance
It is the combined of:
• Continuous Flow
abnormalities 1.Preventive Maintenance.
• Takt Time
work and
machine work. 2.Total Quality Control.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 3.Total Employee Involvement.
A machine operator simply >>> cannot say I am just an operator
and have nothing to do with my machine Maintenance and do
not need to know anything about the preventive Maintenance !!!
…… is the combined of preventive maintenance, total

93 quality control and total employee involvement.
A Quality control
B TPM - Total Productive Maintenance
C ISO
D Process evaluation

A Quality control
B TPM - Total Productive Maintenance
C ISO
D Process evaluation
5- Jidoka
Approaches to practice TPM.
TPS 1. Equipment Life History.
2. Process Standardization.
3. Planned Maintenance.
• Continuous Flow
abnormalities
4. OEE-Overall Equipment Effectiveness.
• Takt Time
work and
machine work.
5. Focus Improvement.
6. Cleaning Management.
7. Spare Parts.
8. Implementation.
94 …… is one of the approaches to practice TPM

A Equipment Life History
B Process Standardization
C Planned Maintenance
D All of the above
95 OEE Overall Equipment Effectiveness is one of TPM approaches

A True
B False
96 OEE stand for…..

A Overall Equipment Effectiveness
B Overall Estimation Effectiveness
C Overall Equipment Estimation
D All of the above

D All of the above

A True
B False

D All of the above
5- Jidoka
Jidoka Tools:
TPS
3- KAIZEN
Toyota Production System. House." • Kaizen is a Japanese technique, it is a systematic
Goal: Highest Quality, Lowest cost, Shortest Lead Time. achievement for Small Incremental Changes in processes
to achieve efficiency and quality.
• Continuous Flow
abnormalities KAI ZEN
• Takt Time
work and
machine work.
Improvement Good/Continuous
• Which translates to Continuous improvement.
• The concept of Kaizen is based on the (TWI) Training Within
Heijunka / Stability Industry , programs.
• Which were developed in 1951 after WW2 as part of rebuilding
the Japanese industry.
The concept of ….. is based on the Training Within Industry (TWI)

97 programs.
A Jidoka
B Kaizen
C Work Leveling

97 programs.
A Jidoka
B Kaizen
C Work Leveling
5- Jidoka
Jidoka Tools:
3- KAIZEN
TPS The importance of Kaizen:
Goal: Highest Quality, Lowest cost, Shortest Lead Time. Improves productivity which makes the employees
able to spot problems
• Stop and notify of and find practical solutions for them.
• Takt Time
work and
machine work. Helps to improve all functions, helps to harmonize
the work and Develops a healthy atmosphere.
Heijunka / Stability Involves all employees from the CEO to the front line
and goes beyond solving a problem or implementing
a corrective measure.
…… Improves productivity which makes the employees able

98
to spot problems and find practical solutions for them.
A Jidoka
B Kaizen
C Work Leveling

98
A Jidoka
B Kaizen
C Work Leveling
5- Jidoka
Kaizen process:
TPS Kaizen Small Continuous Improvement Cycle
has six phases, bases on:
4- Just-In-Time 5- Jidoka 1- PDCA Cycle For Continuous Improvement

methodology.
• Takt Time
work and
2- The ECSI, Eliminate, Change, Simplify, Improve

machine work.

Continuous Improvement methodology.
5- Jidoka
Kaizen process:
Kaizen Small Continuous Improvement Cycle has six phases,
bases on
TPS 1- PDCA Cycle For Continuous Improvement.
Toyota Production System. House." Plan
Act
1- Identify a
problem or
4- Just-In-Time 5- Jidoka opportunity.
• Stop and notify of 6- 2- Analyze
• Continuous Flow abnormalities Standardize
• Takt Time the process.
• Pull System. • Separate human the solution.
work and
machine work.
Kaizen Small Continuous
Improvement Cycle
5- Study the 3- Develop an
1- 5S+1. 2- Standardized Work. 3- Work Leveling. results and Process optimal
adjust. solution.
4- Implement the
Suggested
Check solution. Do
99 The D of PDCA cycle for continuous improvement is stand for …

A Define
B Do
C Delay
D Defects
100 ….. is the Last phase of Kaizen cycle.

A Identify a problem or opportunity.
B Analyze the process.
C Develop an optimal solution.
D Standardize the solution.

A Define
B Do
C Delay
D Defects

5- Jidoka
Kaizen process:
bases on
TPS 2- The ECSI, Eliminate, Change, Simplify, Improve Continuous
Toyota Production System. House." Improvement methodology.
Our main actions in ECSI methodology will be around
5W and 2H to apply Kaizen method in any type of
• Continuous Flow
• Takt Time
abnormalities business.
work and
machine work.
(What, Why, Where, When, Who),
1- 5S+1. 2- Standardized Work. 3- Work Leveling. (How, How Often).
Implementing Kaizen methodology, ECSI methodology :

Yes
What Define the task
or operation
Can it be
eliminated ?
No Eliminate
Why Define the Purpose of Does it add
No
the task value?
Yes
Where
5W and 2H
Location station the task Best

No
is being performed location?
Yes
When When in process Correct No
is task being performed?
Sequence in
Change
Yes process?
Who Who is performing most No

task? Qualified?
Yes
How How the task is being Best
No
done? method? Simplify
Yes
How Often How often Within
No
Required? capacity Improve
(What, Why, Where, When, Who, How, How Often)

01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
Answers of
Days (08 + 09)
(Unit 03)
Questions
01 ….. is a Japanese term meaning "The Actual Place".
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

D All of the above

A Taiichi Ohno
B Shigeo Shingo
D Jack Welch

learn.
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

D All of the above

A Taiichi Ohno
B Shigeo Shingo
D Jack Welch

• Gemba walks is the action of (Going To See The Actual Process, Understand The Work, ask questions,
and learn).
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

D All of the above

A Taiichi Ohno
B Shigeo Shingo
D Jack Welch

learn.
A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

D All of the above

A Taiichi Ohno
B Shigeo Shingo
D Jack Welch

A Hidden
B Visible
C Specific
D Controlled

05 come from.

• In Lean Manufacturing, the idea of Genba is that the problems are Visible,
and the best improvement ideas will come from going to the Genba.
• The gemba walk, is called “Management by walking Around (MBWA)”, is an
activity that takes management to the front lines to look for waste and
opportunities to practice (Genba Kaizen, or Practical Shop Floor
Improvement).

A Hidden
B Visible
C Specific
D Controlled

05 come from.

and The best improvement ideas will come from “GOING TO THE GENBA”.
• The gemba walk, is called “Management by walking Around (MBWA)”, is an
Improvement).

A Hidden
B Visible
C Specific
D Controlled

05 come from.

A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

A Genba
B Kaizen
C Genba Kaizen
D Poka-yoke.

and The best improvement ideas will come from going to the Genba.
• The Gemba walk, is called “Management by walking Around (MBWA)”, is an
Improvement).

A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

A Genba
B Kaizen
C Genba Kaizen
D Poka-yoke.

and The best improvement ideas will come from going to the Genba.
• The Gemba walk, is called “Management by walking Around (MBWA)”, is an
Improvement).

A Gemba.
B Kanban.
C Poka-yoke.
D MSA.

A Genba
B Kaizen
C Genba Kaizen
D Poka-yoke.

A DPMO
B Gemba
C Surveys
D Focus Groups

A True
B False

• In Quality Management, Gemba means the manufacturing floor
surveys, Genba visits are not scripted or bound by what one wants
to ask.

A DPMO
B Gemba
C Surveys
D Focus Groups

A True
B False

• In Quality Management, Gemba means the manufacturing floor
surveys, Genba visits ARE NOT scripted or bound by what one
wants to ask.

A DPMO
B Gemba
C Surveys
D Focus Groups

A True
B False

A True
B False

A DPMO
B Gemba Walk
C Surveys
D Focus Groups

• The objective of Gemba Walk is to Understand the Value Stream
and its problems Rather Than review results or make superficial
comments.

A True
B False

A DPMO
B Gemba Walk
C Surveys
D Focus Groups

• The objective of Gemba Walk is to Understand the Value Stream
and its problems Rather Than review results or make superficial
comments.

A True
B False

A DPMO
B Gemba Walk
C Surveys
D Focus Groups

A True
B False

A 05-10 Times
B 10-15 Times
C 15-20 Times
D 20-25 Times

• Observe People, Process, Steps >> Never interfere with the process to correct it.
• >>> Cooperate.
• >>> Take Notes.

A True
B False

A 05-10 Times
B 10-15 Times
C 15-20 Times
D 20-25 Times

• Observe People, Process, Steps >> Never interfere with the process to correct it.
• >>> Cooperate.
• >>> Take Notes.

A True
B False

A 05-10 Times
B 10-15 Times
C 15-20 Times
D 20-25 Times
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
01- MUDA

A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
01- MUDA

A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
01- MUDA

A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
A MUDA
B MURA
C MURI
D All of the above
…… is Wastefulness, Uselessness, which is contradicting

17 value-addition.
A MUDA
B MURA
C MURI
D All of the above

A Muda
B Muri
C Mura
D All of the above
1- Muda (無駄)
is any form of Waste in the process
• Muda means Wastefulness, Uselessness, which is Contradicting Value-addition.

eliminated

17 value-addition.
A MUDA
B MURA
C MURI
D All of the above

A Muda
B Muri
C Mura
D All of the above
1- Muda (無駄)
Is any form of Waste in the Process

eliminated

17 value-addition.
A MUDA
B MURA
C MURI
D All of the above

A Muda
B Muri
C Mura
D All of the above

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02
1- Muda (無駄)

eliminated

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02
1- Muda (無駄)

eliminated

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

A Muda Type 01
B Muda Type 02
C Muri Type 01
D Mura Type 02

21 classified.
A True
B False
Obvious wastes and Hidden wastes ate the two key forms
22 of wastes.
A True
B False
1- Muda (無駄)
01- MUDA
• Waste Must Be identified and classified in order to be eliminated.

21 classified.
A True
B False
22 of wastes.
A True
B False
1- Muda (無駄)
01- MUDA

21 classified.
A True
B False
22 of wastes.
A True
B False

A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
1- Muda (無駄)
01- MUDA

A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
1- Muda (無駄)
01- MUDA

A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
25 them to grow.
A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
1- Muda (無駄)
01- MUDA
• If Hidden Wastes are not addressed, even in small ways, it will allows
25 them to grow.
A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes
1- Muda (無駄)
01- MUDA
• If Hidden Wastes are not addressed, even in small ways, it will allows
25 them to grow.
A Obvious wastes
B Hidden wastes
C Unevenness wastes

A Obvious wastes
B Hidden wastes
C Unevenness wastes

B Presence, audit and follow-up.
C Arrangement, integration and meeting.
D Organizing, leading and controlling.
1- Muda (無駄)
The primary steps for handling waste are:
01- MUDA
1. Make waste visible. “Waste - TIMWOODS”.
2. Be conscious of the waste.

3. Be accountable for the waste.
4. Measure the waste.
5. Eliminate or reduce the waste
• The primary steps for handling Muda waste are rely on
Awareness, Discussion, and Accountability
as much as they rely on analysis or actions.

B Presence, audit and follow-up.
C Arrangement, integration and meeting.
D Organizing, leading and controlling.
Lean aims at decreasing ……… waste, as it is not only awakened

28 disappointment within you and your workforce, but customers
will have to deal with this as well.
A MUDA.
B MURA.
C MURI.
D Defects.
1- Muda (無駄)
01- MUDA
Lean aims at Decreasing, “Waste - TIMWOODS”.
Muda (無駄)
because
Not only are they able to awaken
disappointment within you and your Colleagues,
But
Customers might have to deal with this as well.
Lean aims at decreasing ……… waste, as it is not only awakened

28 disappointment within you and your workforce, but customers
will have to deal with this as well.
A MUDA.
B MURA.
C MURI.
D Defects.

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
• Mura means unevenness, Non-uniformity, and Irregularity.

➢ For example,

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
• Mura means unevenness, non-uniformity, and irregularity.

➢ For example,

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
2- MURA (斑)
02- MURA
• MURA is one of the key causes of Bottleneck Situations (one process in a
• The term Muri is often used to reason about situations where employees or
A Muda
B Mura
C Muri
D All of the above
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
2- MURA (斑)
02- MURA
A Muda
B Mura
C Muri
D All of the above
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
2- MURA (斑)
02- MURA
A Data validation
B Bottleneck
C Lean-jargon
D Process failure
A Muda
B Mura
C Muri
D All of the above
35 A possible result of ……….. is an accumulation of work.

A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
• Muri means overburden, beyond one’s power, Excessiveness, Impossible.
• The term Muri is often used to reason about situations where employees or
A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above

36 systems.
A Muda
B Mura
C Muri
D All of the above
A The right part
B The right amount,
C The right time.
D All of the above
2- MURA (斑)
02- MURA
• Mura can be avoided through the (Just-In-Time ‘Kanban’)

systems and other pull-based strategies that limits
overproduction and excess inventory.
producing “The Right Part, At The Right Amount, And At
The Right Time”.

36 systems.
A Muda
B Mura
C Muri
D All of the above
A The right part
B The right amount,
C The right time.
D All of the above
2- MURA (斑)
02- MURA
• Mura can be avoided through the (Just-In-Time ‘Kanban’) systems

and other pull-based strategies that limits overproduction and
excess inventory.
producing “The Right Part, At The Right Amount, And At The Right
Time”.

36 systems.
A Muda
B Mura
C Muri
D All of the above
A The right part
B The right amount,
C The right time.
D All of the above

A Muda
B Mura
C Muri
D All of the above
2- MURA (斑)
02- MURA
• Mura can be avoided through the (Just-In-Time ‘Kanban’) systems

and other pull-based strategies that limits overproduction and
excess inventory.
producing “The Right Part, At The Right Amount, And At The Right
Time”.
• Mura described as a Skewed Distribution of data.

A Muda
B Mura
C Muri
D All of the above
39 ….. means Beyond one’s power, Excessiveness, Impossible

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
• Muri means: Overburden, Beyond one’s power, Excessiveness, Impossible.
or equipment.
39 ….. means Beyond one’s power, Excessiveness, Impossible

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
or equipment.

A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
unsustainable way.
A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
or equipment.
unsustainable way.
A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
or equipment.
unsustainable way.
A Muda
B Mura
C Muri
D All of the above
A Muda
B Mura
C Muri
D All of the above

A Muda
B Mura
C Muri
D All of the above
3- Muri (無理)
03- MURI
or equipment.

A Muda
B Mura
C Muri
D All of the above
A Sort
B Straighten
C Shine
D Standardize
…… Is o set in order, keeping things in which, you need
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize

A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize

A Sort
B Straighten
C Shine
D Standardize
A Sort
B Straighten
C Shine
D Standardize

A Sort
B Straighten
C Shine
D Standardize
A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety
5. Sustain – Step 5, From now on, we are moving into the area of Ongoing Improvement. All the previous steps of 5S
A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety
This phase is about Moving Forward, not just maintaining the standards you’ve set for yourselves, but building on
A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety
A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Sort
B Sustain
C Shine
D Safety

A Reducing Project Problems.
B Reducing Team Members.
C Meeting Customer Expectations
D All of the above

B
requirements
C
D All of the above
TPS
Quality
• Understanding customer requirements and designing
• Quality comes from Meeting Customer Expectations.

A Reducing Project Problems.
B Reducing Team Members.
C Meeting Customer Expectations
D All of the above

A Understanding Customer Requirements
B
requirements
C
D All of the above
TPS
Quality
• Understanding customer requirements and Designing
• Quality comes from Meeting customer expectations.

D All of the above

B
requirements
C
D All of the above

53 Productive Work Environment.
A 5Ways.
B Kanban.
C Poka-yoke.
D 5s
1- 5S+1
‫الفرز‬ ‫التسوية‬ ‫اللمعان‬ ‫التوحيد‬ ‫الثبات‬
Sort Straighten Shine Standardize Sustain
TPS 1. Sort >>> Removing anything which not required for you to do your daily job
Toyota Production System. House." "When you have a doubt, just remove it" Remove the clutter.
Goal: Highest Quality, Lowest cost, Shortest Lead Time. 2. Straighten >>> Set in Order, Keeping things in the right order, in which you
need them to be accessed... "Everything has a place & Everything in its Place“.
3. Shine >>> Cleanliness -keeping everything swept and clean for inspection,
for safety and preventative maintenance.
• Takt Time
• Pull System. • Separate human 4. Standardize >>> Colour Coding, Labeling, Files name, Standard Operating
work and
machine work. Procedure...
5. Sustain >>> Management >>>> Audit (Planned / Surprise), Appreciation
Award...show Performance.
6. Safety >>> FMEA...... Steering Committee..... Excel
5s is a Japanese methodology is created and used for Productive Work Environment


53 Productive Work Environment.
A 5Ways.
B Kanban.
C Poka-yoke.
D 5s

A Standardized Work.
B Six Sigma.
C Lean.
D 8 Ds.

A Takt time.
B The precise work sequence.
C The standard inventory.
D All of the above.
1. Takt time, which is the rate at which products must be made in
TPS a process to meet customer demand.
2. The precise work sequence is, which an operator performs
4- Just-In-Time 5- Jidoka 3. The standard inventory, including units in machines,
• Takt Time
work and

B Six Sigma.
C Lean.
D 8 Ds.

A Takt time.
D All of the above.
1. Takt Time, which is the rate at which products must be made
TPS in a process to meet customer demand.
2. The Precise work sequence is, which an operator performs
4- Just-In-Time 5- Jidoka 3. The Standard Inventory, including units in machines,
• Takt Time
work and

B Six Sigma.
C Lean.
D 8 Ds.

A Takt time.
D All of the above.

56 customer demand.
A Takt time
D Six Sigma

A Takt time
D Six Sigma
• Takt Time
work and

56 customer demand.
A Takt time
D Six Sigma

A Takt time
D Six Sigma
• Takt Time
work and

56 customer demand.
A Takt time
D Six Sigma

A Takt time
D Six Sigma

A Standardized Work
B Six Sigma
C Lean
D 8 Ds.

D All of the above
• Takt Time
work and

A Standardized Work
B Six Sigma
C Lean
D 8 Ds.

D All of the above
• Takt Time
work and

A Standardized Work
B Six Sigma
C Lean
D 8 Ds.

D All of the above

D All of the above

D All of the above

• Continuous Flow
abnormalities
• Takt Time
work and
machine work.
These Three Basic Forms are used by
1- 5S+1. 2- Standardized Work. 3- Work Leveling. engineers and front-line supervisors to design
Heijunka / Stability the process and by operators to make
improvements in their own jobs.

D All of the above

D All of the above

• Continuous Flow
abnormalities
• Takt Time
work and
machine work.
These “Three Basic Forms” are used by
1- 5S+1. 2- Standardized Work. 3- Work Leveling. engineers and front-line supervisors to
Heijunka / Stability design the process and by operators to
make improvements in their own jobs.

D All of the above

D All of the above
TPS
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.

manual work times.
TPS
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.

manual work times.
TPS
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.

manual work times.

• Continuous Flow
• Takt Time
work and
machine work.
chart.
over time.

• Continuous Flow
• Takt Time
work and
machine work.
chart.
over time.


67 process.

• Continuous Flow
• Takt Time
work and
machine work.
chart.
over time.

67 process.

• Continuous Flow
• Takt Time
work and
machine work.
chart.
over time.

67 process.



operations.
• Takt Time
machine work.
operations.


operations.
• Takt Time
machine work.
operations.


operations.

71 kaizen.

• Takt Time
machine work.
operations.

71 kaizen.

• Takt Time
machine work.
operations.

71 kaizen.



TPS
1. The work standards sheet Summarizes a variety of
5- Jidoka
4- Just-In-Time
• Continuous Flow
• Takt Time
work and
machine work.


TPS
5- Jidoka
4- Just-In-Time
• Continuous Flow
• Takt Time
work and
machine work.


75 ……used to Train New Operators.

TPS
5- Jidoka
4- Just-In-Time
• Continuous Flow
• Takt Time
work and
machine work.
sheet or a job element sheet—is used to Train New
Operators. And lists the steps of the job, detailing any
special knack that may be required to perform the job
safely with utmost quality and efficiency.

TPS
5- Jidoka
4- Just-In-Time
• Continuous Flow
• Takt Time
work and
machine work.
sheet or a job element sheet—is used to Train New
Operators. And lists the steps of the job, detailing any
special knack that may be required to perform the job
safely with utmost quality and efficiency.

77 ……sometimes called Production Smoothing.

A Work Leveling
B Capacity Leveling
D Lead Leveling
3- Work Leveling
Work Leveling
sometimes called
TPS Production Smoothing.

• Work Leveling is one of the HOTTEST topics in
4- Just-In-Time 5- Jidoka lean Management.
• Continuous Flow
• Takt Time
abnormalities • if the production system is not ready for
work and leveling.
machine work.
• it is known also that if process not leveled it

1- 5S+1. 2- Standardized Work. 3- Work Leveling. will has lots of potential to make things from
worse to. A lot worse!.
77 ……sometimes called Production Smoothing.

A Work Leveling
B Capacity Leveling
D Lead Leveling

78
floor.
A Your Customers.
B Your Suppliers.
D All of the above
3- Work Leveling
Sources of Fluctuation
TPS
• There are different sources of
Goal: Highest Quality, Lowest cost, Shortest Lead Time. fluctuations that mess up your
shop floor.
• Takt Time
work and
machine work.
1- Your Customers.
2- Your Suppliers.
3- Work Leveling.
3- Your own shop floor.
1- 5S+1. 2- Standardized Work.

78
floor.
A Your Customers.
B Your Suppliers.
D All of the above
A Separated
B Connected
C Consecutive
D Isolated
Realize that these sources of

fluctuation are connected
With the different sources of fluctuations,

it is important to realize that they are Connected.
You receive the fluctuations from your customer and from your supplier.
However, you are the customer of your supplier,
and they also receive fluctuations from you!
the fluctuations on your shop floor are not only a result of others,
but also by itself a source of fluctuation.
A Separated
B Connected
C Consecutive
D Isolated

A Capacity leveling
D Lead leveling

C One Piece Flow.
D All of the above
3- Work Leveling
How to Do It:
TPS

• Takt Time
work and
machine work.
3. One Piece Flow.

A Capacity leveling
D Lead leveling

C One Piece Flow.
D All of the above
3- Work Leveling
How to Do It:
TPS

• Takt Time
work and
machine work.
3. One Piece Flow.

A Capacity leveling
D Lead leveling

C One Piece Flow.
D All of the above
C One Piece Flow.
D Lead leveling
C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
• Continuous Flow
abnormalities
• Takt Time
work and
• If you are using a pull system like kanban then you are
C One Piece Flow.
D Lead leveling
C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
• Continuous Flow
abnormalities
• Takt Time
work and
• If you are using a pull system like Kanban then you are
C One Piece Flow.
D Lead leveling
C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
• Continuous Flow
about leveling
abnormalities
• Takt Time
work and
(EPEC).

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
• Continuous Flow
about leveling
abnormalities
• Takt Time
work and
(EPEC).

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
demand is met.

3- One Piece Flow:
• Takt Time

work and
machine work.

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling
3- Work Leveling
How to Do It
demand is met.

3- One Piece Flow:
• Takt Time

work and
machine work.

C One Piece Flow.
D Lead leveling

C One Piece Flow.
D Lead leveling

customers.
A 5S
B Standardized Work
C Work Leveling

A 5S
B Standardized Work
C Work Leveling

• Continuous Flow
• Takt Time
abnormalities impacting organization’s productivity, risk
work and
machine work.

customers.
A 5S
B Standardized Work
C Work Leveling

A 5S
B Standardized Work
C Work Leveling

• Continuous Flow
• Takt Time
abnormalities Impacting organization’s productivity, risk
work and
machine work.

customers.
A 5S
B Standardized Work
C Work Leveling

A 5S
B Standardized Work
C Work Leveling
…… is one of the benefits of Just-in-Time in lean

90
A Inventory.
B Labor Costs.
C Space Needed to Operate.
D All of the above.
Benefits of Just-in-Time Manufacturing:
1. Reduction in Inventory.
TPS
2. Reduction in Labor Costs.
3. Reduction in Space Needed to Operate.
4- Just-In-Time 5- Jidoka 4. Reduction in WIP (work in process).
• Continuous Flow
abnormalities
5. Increase in production.
6. Improvements in product quality (lower
• Takt Time
work and
rates of defects).
machine work.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 7. Reduction of throughput time.

Heijunka / Stability 8. Reduction of standard hours.
9. Increase in number of shipments.
…… is one of the benefits of Just-in-Time in lean

90
A Inventory.
B Labor Costs.
C Space Needed to Operate.
D All of the above.

A Jidoka
B Standardized Work
C Work Leveling

A Jidoka
B Standardized Work
C ANDON
5- Jidoka
It is a step to
• Stop and notify of abnormalities and
TPS
Separate human work from machine work.
4- Just-In-Time 5- Jidoka Jidoka Tools:

• Continuous Flow
• Takt Time
abnormalities
• Separate human
1- ANDON.
2- TPM - Total Productive Maintenance.
• Pull System.
work and
machine work.
3- KAIZEN.
4- Poka Yoke.
…… is to stop and notify of abnormalities and separate human work

A Jidoka
B Standardized Work
C Work Leveling

A Jidoka
B Standardized Work
C ANDON
5- Jidoka
Jidoka Tools:
TPS 1- ANDON
A manufacturing tool refers to
a Status-display Station
• Takt Time
work and
machine work.
• If there is a defect, it should not transferred to next level, it will not pass.

A Jidoka
B Standardized Work
C Work Leveling

A Jidoka
B Standardized Work
C ANDON

A Quality Control.
B TPM - Total Productive Maintenance.
C ISO.
D Process Evaluation .
5- Jidoka
Jidoka Tools:
2- TPM
TPS
Total Productive Maintenance
It is the combined of:
• Continuous Flow
abnormalities 1.Preventive Maintenance.
• Takt Time
work and
machine work. 2.Total Quality Control.
1- 5S+1. 2- Standardized Work. 3- Work Leveling. 3.Total Employee Involvement.
A machine operator simply >>> cannot say I am just an operator
and have nothing to do with my machine Maintenance and do
not need to know anything about the preventive Maintenance !!!

A Quality Control.
B TPM - Total Productive Maintenance.
C ISO.
D Process Evaluation .

D All of the above

A True
B False

D All of the above
5- Jidoka
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.
7. Spare Parts.
8. Implementation.

D All of the above

A True
B False

D All of the above
5- Jidoka
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.
7. Spare Parts.
8. Implementation.

D All of the above

A True
B False

D All of the above
5- Jidoka
• Continuous Flow
abnormalities
• Takt Time
work and
machine work.
7. Spare Parts.
8. Implementation.

D All of the above

A True
B False

D All of the above

97 programs.
A Jidoka.
B Kaizen.
C Work Leveling.
D JIT - Just-In-Time.
5- Jidoka
Jidoka Tools:
TPS
3- KAIZEN
Toyota Production System. House." • Kaizen is a Japanese technique, it is a systematic
Goal: Highest Quality, Lowest cost, Shortest Lead Time. achievement for Small Incremental Changes in processes
to achieve efficiency and quality.
• Continuous Flow
abnormalities KAI ZEN
• Takt Time
work and
machine work.
Improvement Good/Continuous
• Which translates to Continuous improvement.
• The concept of Kaizen is based on the (TWI) Training Within
Heijunka / Stability Industry , programs.
• Which were developed in 1951 after WW2 as part of rebuilding
the Japanese industry.

97 programs.
A Jidoka.
B Kaizen.
C Work Leveling.

98
A Jidoka.
B Kaizen.
C Work Leveling.
5- Jidoka
Jidoka Tools:
3- KAIZEN
TPS The importance of Kaizen:
Goal: Highest Quality, Lowest cost, Shortest Lead Time. Improves productivity which makes the employees
able to spot problems
• Stop and notify of and find practical solutions for them.
• Takt Time
work and
machine work. Helps to improve all functions, helps to harmonize
the work and Develops a healthy atmosphere.
Heijunka / Stability Involves all employees from the CEO to the front line
and goes beyond solving a problem or implementing
a corrective measure.

98
A Jidoka.
B Kaizen.
C Work Leveling.

A Define
B Do
C Delay
D Defects

5- Jidoka
Kaizen process:
bases on
Act
1- Identify a
problem or
work and
machine work.
Improvement Cycle
adjust. solution.
4- Implement the
Suggested
Check solution. Do

A Define
B Do
C Delay
D Defects

5- Jidoka
Kaizen process:
bases on
Act
1- Identify a
problem or
work and
machine work.
Improvement Cycle
adjust. solution.
4- Implement the
Suggested
Check solution. Do

A Define
B Do
C Delay
D Defects

01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
100
Unit 04
Lean Six Sigma Operational Definitions.
Chapter 01 Six Sigma,

Operational Definitions. 50
Chapter 02 Lean Management,

Unit 04
Category Definitions:
01
1. Six Sigma / 4
Chapter 2. Inspection / 4
3. Average / 6
Six Sigma, Operational Definitions. 4. Design / 2
5. Continuous / 5
6. Process / 15
36
Six Sigma,
Certified Lean Operational
Six Sigma, Definitions.
Master Black Belt “CLSSMBB”
3- Average / 6 2- Inspection / 4 1- Six Sigma / 4
4- Design / 2
Average Chart Inspection Sigma
Average Outgoing
Inspection Cost Six Sigma
Quality (AOQ
Design of
Average Total Average Run
experiments (DoE) Inspection Lot Six Sigma quality
Inspection (ATI) Length (ARL
Design for Six Average Outgoing Average Sample SIPOC diagram

Normal—inspection
Sigma (DFSS) Quality Limit (AOQL) Number (ASN)
Continuous
Process Capability Index Process Map Process (Variable) Data
Continuous Flow
Process Capability Process Owner Process Quality Production
Process Continuous
Cpm Process Control Improvement (CI)
Improvement
Cpk Process Continuous quality
Management Process Average Quality improvement (CQI)
Cp Process performance Continuous

Process Flow Diagram Sampling Plan
management
5- Process / 15 5- Continuous / 5
01 Six Sigma
• One standard deviation in a normally distributed process. Sigma
• A method that provides organizations tools to Improve The

Capabilityof their business processes.
• Increase in performance and Decrease In Process Variation lead to
Six Sigma
defect reduction and improvement in profits, employee morale,
and quality of products or services.
• A term generally used to indicate process capability in terms of

Six Sigma process spread measured by standard deviations in a normally
distributedprocess.
Quality • Six Sigma quality is a term generally used to indicate that a process
is well controlled (±6sfrom the centerlinein a control chart).
SIPOC • A tool used by Six Sigma process improvement teams to identify all relevant elements (Suppliers,
Diagram Inputs, Process, Outputs, Customers) of a process improvement project before work begins.
….. Is One standard deviation in a normally distributed

01 process
A Lean
B Sigma
C Six Sigma
D Six Sigma quality.
…..is a method that provides organizations tools to improve

02 the capability of their business processes.
A Lean
B Sigma
C Six Sigma

01 process
A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
….. Increase in performance and decrease in process

03 variation lead to defect reduction and improvement in
profits, employee morale, and quality of products or services.
A Lean
B Sigma
C Six Sigma
…..used to indicate process capability in terms of process

04 spread measured by standard deviations in a normally
distributed process.
A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
….. is a term generally used to indicate that a process is well

05 controlled (±6s from the centerline in a control chart).
A Lean
B Sigma
C Six Sigma

05 controlled (±6s from the centerline in a control chart).
A Lean
B Sigma
C Six Sigma
02 Inspection
Used in accordance with The cost associated with
a sampling plan under inspecting a product to
ensure that it meets the
ordinary circumstances. internal or external
inspection, 100 percent customer’s needs and
Inspection of all the units requirements; an
in the lot or batch. appraisal cost.
Normal—Inspection Inspection Lot Inspection Cost Inspection

Measuring, examining,
A collection of similar testing, and gauging one or
units or a specific more characteristics of a
quantity of similar product or service and
material offered for comparing the results with
inspection and specified requirements to
determine whether
acceptance at one conformity is achieved for
time. each characteristic.
….. Is Measuring, examining, testing, and gauging one or

06 more characteristics of a product or service.
A Inspection
B Inspection cost
C Improve cost
D Control cost
….. associated with inspecting a product to ensure that it

07 meets the internal or external customer’s needs and
requirements.
A Inspection
B Inspection cost
C Improve cost
D Control cost
….. Is Measuring, examining, testing, and gauging one or

A Inspection
B Inspection cost
C Improve cost
D Control cost

requirements.
A Inspection
B Inspection cost
C Improve cost
D Control cost
08 ….. Is an example for appraisal cost.

A Inspection
B Inspection cost
C Improve cost
D Control cost

A Inspection
B Inspection cost
C Improve cost
D Control cost
….. A collection of similar units or a specific quantity of

09 similar material offered for inspection and acceptance at one
time.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection
…… used in accordance with a sampling plan under ordinary

10 circumstances.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

time.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

10 circumstances.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection
03 Average
Average Total Inspection (ATI) Average Chart
The average number of units inspected per lot, including A control chart in which the Subgroup Average, x-bar, is
all units in rejected lots. Applicable when the procedure used to evaluate the stability of the process level.
calls for 100percent inspection of rejected lots.
Average Sample Number (ASN) Average Outgoing Quality (AOQ)

The Average Number Of Sample Units inspected The Expected Average Quality level of an outgoing
per lot when reaching decisions to accept or reject. product for a given value of incoming product quality.
Average Run Length (ARL) Average Outgoing Quality Limit (AOQL)

The maximum average outgoing quality over all
On a control chart, the number of subgroups possible levels of incoming quality for a given
expectedto be Inspected Before A Shift in size takes place.
acceptance sampling plan and Disposal Specification.
At ……. the subgroup average, x-bar, is used to evaluate the

11 stability of the process level.
A Average chart
B Average outgoing quality
C Average outgoing quality limit
D Average run length
The expected average quality level of an outgoing product

12 for a given value of incoming product quality.
A Average chart

A Average chart

A Average chart
…… The maximum average outgoing quality over all possible

13 levels of incoming quality for a given acceptance sampling
plan and disposal specification.
A Average chart.
B Average outgoing quality.
C Average outgoing quality limit.
D Average run length.
……On a control chart, the number of subgroups expected to be

14 inspected before a shift in size takes place.
A Average chart

plan and disposal specification.
A Average chart.

14 inspected before a shift in size takes place.
A Average chart
…… is inspected per lot when reaching decisions to accept or

15 reject.
A Average outgoing quality limit
B Average run length
C Average sample number
D Average total inspection
…… Applicable when the procedure calls for 100 percent

16 inspection of rejected lots.
…… is inspected per lot when reaching decisions to accept or

15 reject.

04 Design
Design for Six Design of
Sigma (DFSS) experiments (DoE)
Used for Developing A New A branch of Applied
Product or process, orfor Statistics dealing with
processes that need total planning, conducting,
adjustment. analyzing, and interpreting
controlled tests
A process often used in DFSS to evaluate the factors that
is called DMADV: control the value of a
“Define, Measure, Analyze, parameter or group of
Design, Verify”. parameters.
….. Used for developing a new product or process, or for

17 processes that need total adjustment.
A DFSS
B DoE
C DPMO
D All of the above
A process often used in …… is called DMADV: define,

18 measure, analyze, design, verify.
A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above
….. A branch of applied statistics dealing with planning,

conducting, analyzing, and interpreting controlled tests to
19 evaluate the factors that control the value of a parameter or
group of parameters.
A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above
05 Continuous
Data that vary with discontinuity across an interval. The values of continuous
Continuous
data are often represented by floating point numbers. In sampling, continuous
(Variable) Data data are often referred to as variable data.
A method in which items are produced and moved from one processing step to
Continuous Flow the next, one piece at a time. Each process makes only the one piece that the
Production next process needs, and the transfer batch size is one. Also referred to as one-
piece flow and single-piece flow
Sometimes called continual improvement. The ongoing improvement of

Continuous products, services, or processes through incremental and breakthrough
Improvement (CI) improvements.
Continuous Quality A philosophy and attitude for analyzing capabilities and processes and
Improvement (CQI) improving them repeatedly to achieve customer satisfaction.
In acceptance sampling, a plan, intended for application to a continuous flow of

Continuous individual units of product, that involves acceptance and rejection on a unit-by-
Sampling Plan unit basis and employs alternate periods of 100 percent inspection and
sampling.
20 ……data that vary with discontinuity across an interval.
A Discrete
B Continuous
C Improvement
D Sampling
The values of …… data are often represented by floating point

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling
22 In sampling, ……data are often referred to as variable data.

A Discrete
B Continuous
C Improvement
D Sampling
A Discrete
B Continuous
C Improvement
D Sampling

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling

A Discrete
B Continuous
C Improvement
D Sampling
….. A method in which items are produced and moved from one
23 processing step to the next, one piece at a time.
A Continuous flow production
B Continuous improvement
C Continuous quality improvement
D Continuous sampling plan
24 At…... the transfer batch size is one.

25 At…... referred to as one-piece flow and single-piece flow.



…… is the ongoing improvement of products, services, or

26 processes through incremental and breakthrough
improvements.
…. Is a philosophy and attitude for analyzing capabilities and

27 processes and improving them repeatedly to achieve
customer satisfaction.

improvements.

……. intended for application to a continuous flow of
28 individual units of product.
……. involves acceptance and rejection on a unit-by-unit basis

29 and employs alternate periods of 100 percent inspection and
sampling.

sampling.
06 Process
1- Process
A set of related work activities
5- Process Flow Diagram characterized by a set of specific inputs
and value-added tasks that make up a
A pattern of the flow of materials procedure for a set of specific outputs.
through a process, including any
rework or repair operations
also called a process flow chart.
2- Process Average Quality

It is expected or average value
4- Process Quality of process quality.
The value of percentage defective or of
defects per hundred units in product
From a given process. 3- Process Control
The method for keeping a process within
boundaries; the act of minimizing the
variation of a process.
……. A set of related work activities characterized by a set of

30 specific inputs and value-added tasks that make up a
procedure for a set of specific outputs.
A Process
B Process average quality
C Process control
D Process quality
31 …. It is expected or average value of process quality.

A Process
C Process control
D Process quality

A Process
C Process control
D Process quality

A Process
C Process control
D Process quality
32 …. The method for keeping a process within boundaries.

A process
B process average quality
C process control
D process quality
33 …… The act of minimizing the variation of a process.

A process
C process control
D process quality

A process
C process control
D process quality

A process
C process control
D process quality
….. The value of percentage defective or of defects per

34 hundred units in product from a given process.
A process
C process control
D process quality
….. A pattern of the flow of materials through a process,

35 including any rework or repair operations.
A Process
B Process flow diagram
C Process control
D Process quality

A process
C process control
D process quality

A Process
C Process control
D Process quality
10- Process Performance Management

06 Process
6- Process Improvement
The overseeing of process
instances to ensure their quality The application of the plan–do–
and timeliness; can also include check–act cycle, to processes to
proactive and reactive actions to produce positive improvement
ensure a good result. and better meet the needs and
expectations of customers.
Process
9- Process Owner
The person who coordinates the 7- Process Management
various functions and work
activities at all levels of a process, The relevant techniques and
has the authority or ability to tools applied to a process to
make changes in the process as implement and improve process
required, and manages the entire effectiveness, hold the gains, and
process cycle to ensure ensure process integrity in
performance effectiveness. fulfilling customer requirements.
8- Process Map
A type of flowchart represent the steps in a process and
identifying responsibility for each step and key measures.
36 ….. The application of the plan–do–check–act cycle.

A Process improvement
B Process management
C Process map
D Process performance management
….. The relevant techniques and tools applied to a process to

implement and improve process effectiveness, hold the
37 gains, and ensure process integrity in fulfilling customer
requirements.
C Process map

C Process map

requirements.
C Process map
…. A type of flowchart represents the steps in a process and

38 identifying responsibility for each step and key measures.
A process improvement
B process management
C process map
D process performance management
….. Is the person who coordinates the various functions and

39 work activities at all levels of a process.
A Project manager.
B data analyst.
C Process owner.
D Customer.

C process map

A Project manager.
B data analyst.
C Process owner.
D Customer.
….. The person who manages the entire process cycle to

40 ensure performance effectiveness.
A Project manager.
B data analyst.
C Process owner.
D Customer.
….. The overseeing of process instances to ensure their

41 quality and timeliness.
C Process map

A Project manager.
B data analyst.
C Process owner.
D Customer.

C Process map
….. include proactive and reactive actions to ensure a good

42 result.
C process map

42 result.
C process map
06 Process
Cp—The ratio of tolerance to six sigma, or the upper specification limit (USL)
minus the lower specification limit (LSL) divided by six sigma.
It is sometimes referred to as the engineering tolerance divided by the natural
tolerance and is only a measure of dispersion.
Cpk index—Equals the lesser of the USL minus the mean divided by three
sigma (or the mean) minus the LSL divided by three sigma. The greater the Cpk
value, the better.
Cpm—Used when a target value within the specification limits is more

significant than overall centering.
Process Capability—A statistical measure of the inherent process variability of

a given characteristic. process capability is the most widely accepted formula
for process performance calculation is six sigma.
Process Capability Index—The value of the inherent tolerance specified for the
characteristic divided by the process capability. The several types of process
capability indices include the widely used Cpk and Cp.
….. Is The ratio of tolerance to six sigma, or the upper
43 specification limit (USL) minus the lower specification limit
(LSL) divided by six sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.
….. It is sometimes referred to as the engineering tolerance

44 divided by the natural tolerance and is only a measure of
dispersion.
A Cp.
B Cpk.
C Cpm.
D All of the above.
A Cp.
B Cpk.
C Cpm.
D All of the above.

dispersion.
A Cp.
B Cpk.
C Cpm.
D All of the above.
….. Equals the lesser of the USL minus the mean divided by
45 three sigma (or the mean) minus the LSL divided by three
sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.
46 The greater the ……. value, the better.

A Cp.
B Cpk.
C Cpm.
D All of the above.
sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.

A Cp.
B Cpk.
C Cpm.
D All of the above.
……. Used when a target value within the specification limits

47 is more significant than overall centering.
A Cp.
B Cpk.
C Cpm.
D All of the above.
….. A statistical measure of the inherent process variability

48 of a given characteristic.
A Process capability
B Process capability index
C Calculating mean
D Defect per million opportunity .

A Cp.
B Cpk.
C Cpm.
D All of the above.

C Calculating mean
….. The most widely accepted formula for process

49 performance calculation is six sigma.
A process capability
B process capability index
C Calculating Mean
….. The value of the inherent tolerance specified for the

50 characteristic divided by the process capability.
C Calculating mean

C Calculating Mean

C Calculating mean
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
100
Unit 04


Unit 04
02
Category Definitions:
Chapter 1. Lean / 11
2. Lean strategies / 08.
3. Analysis / 02.
Lean Management, Operational 4. Cycle time / 04.
Definitions. 5. Benchmarking / 04.
6. Standard / 08.
37
Lean
Certified Management,
Lean Operational
Six Sigma, Master BlackDefinitions.
Belt “CLSSMBB”
2- Lean strategies / 8 1- Lean / 11
3- Analysis / 2 Kanban
PDCA cycle Pull Critical path
method (CPM) Kaizen
Hybrid Push-Pull Push Critical to
Strategy Lean Migration
quality (CTQ)
Analysis Of
Variance (ANOVA) Just-in-Case (JIC) Limitations to Work Lean
in Progress (WIP) Poka-yoke
manufacturing Manufacturing/production
Analysis Of Five Whys Lean Enterprise
Means (ANOM) Just-in-time (JIT) Single-piece Flow
manufacturing
Five S (5S) Lean
Metric Compliance Brainstorming Changeover Time
Variation Conformity Bias Mean Time Between

Assessment Failures (MTBF)
Verification Standard Work Batch And Queue Takt Time

Instructions
Benchmarking Cycle Time
Zero Defects Standard work
06-Standard / 8 05-Benchmarking / 4 04-Cycle Time / 4

01 Lean Lean
Lean Manufacturing/Production Producing the maximum
An initiative focused on eliminating sellable products or services at
all waste in manufacturing the lowest operational cost
processes. while optimizing inventory
Principles of lean manufacturing levels.
include (zero waiting time, zero
inventory, scheduling internal
customer pull instead of push
system), batch to flow (cut batch
sizes), line balancing, and cutting
actual process times.
lean Enterprise
Lean Migration
A manufacturing company
The journey from organized to eliminate all
traditional manufacturing unproductive effort and
methods to one in which all unnecessary investment, both
forms of waste are on the shop floor and in office
systematically eliminated. functions.
……. Producing the maximum sellable products or services at

51 the lowest operational cost while optimizing inventory
levels.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.
…… A manufacturing company organized to eliminate all

52 unproductive effort and unnecessary investment, both on
the shop floor and in office functions.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.

levels.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.

A Lean
B Six Sigma
C lean enterprise
D DMAIC.
……. An initiative focused on eliminating all waste in

53 manufacturing processes
A Lean
B Six Sigma
C lean enterprise
D lean manufacturing/production
54 …… is one of lean manufacturing principles.

A Zero waiting time
B Zero inventory
C Scheduling (internal customer pull instead of push system)
D All of the Above

A Lean
B Six Sigma
C lean enterprise

A Zero waiting time
B Zero inventory
D All of the Above
….. Is the journey from traditional manufacturing methods to

55 one in which all forms of waste are systematically eliminated
A Lean
B lean migration
C lean enterprise
D DMAIC.

A Lean
B lean migration
C lean enterprise
D DMAIC.
01 Lean kaizen
A Japanese term that means gradual
unending improvement by doing little
things better and setting and achieving
increasingly higher standards.
Poka-yoke
A Japanese term that means Kanban
Mistake-proofing. A poka-yoke
A Japanese term to maintains an
device is one that prevents
orderly and efficient flow of
incorrect parts from being made
materials throughout the entire
or assembled or easily identifies
manufacturing process. It is
a flaw or error.
usually a printed card that
contains specific information
such as part name, description,
and quantity.
Five Whys
A technique for discovering the root
causes of a problem and showing the Five S (5S)
relationship of causes by repeatedly Japanese terms beginning with “S” Used to
asking the question, “Why?”
create a workplace suited for visual control and lean production.
……. A Japanese term that means gradual unending

56 improvement by doing little things better and setting and
achieving increasingly higher standards.
A kaizen
B Kanban
C Poka-yoke
D 5 S.
…… A Japanese term that maintains an orderly and efficient

57 flow of materials throughout the entire manufacturing
process.
A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

process.
A kaizen
B Kanban
C Poka-yoke
D 5 S.
58 …….A Japanese term that means mistake-proofing.

A kaizen
B Kanban
C Poka-yoke
D 5 S.
…… is a device preventing incorrect parts from being made or

59 assembled or easily identifies a flaw or error.
A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.
…….A Japanese term used to create a workplace suited for

60 visual control and lean production.
A kaizen
B Kanban
C Poka-yoke
D 5 S.
…….A technique for discovering the root causes of a problem

61 and showing the relationship of causes by repeatedly asking
the question.
A Five Whys
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

the question.
A Five Whys
B Kanban
C Poka-yoke
D 5 S.
01 Lean
Critical to quality (CTQ)
A characteristic of a product or service that
is essential to ensure customer satisfaction.
Critical path method (CPM)

An Activity-oriented Project Management
technique that uses arrow-diagramming
techniques to demonstrate both the time and
the cost required to complete a project.
It provides one time estimate normal time.
….. Is an activity-oriented project management technique

that uses arrow-diagramming techniques to demonstrate
62 both the time and the cost required to complete a project. It
provides one time estimate: normal time
A CPM
B CTQ
C PPM
D DPMO
63 …… It provides one time estimate normal time.

A CPM
B CTQ
C PPM
D DPMO

that uses arrow-diagramming techniques to demonstrate
62 both the time and the cost required to complete a project. It
provides one time estimate: normal time
A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO
…… A characteristic of a product or service that is essential to

64 ensure customer satisfaction.
A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO
02 Lean strategies
Limitations to Work in Progress (WIP) Pull
If a company limits its Work in Progress (WIP), They
are using a push system, “If Not”. then they are using An alternative to scheduling individual processes,
a pull system. in which the customer process withdraws the
items it needs from the supplying process,
What this means is that a pull system starts
Pull system initiates production as a
production only if the WIP limit has not been
reaction to present demand.
reached. If there is space available for more
WIP to happen, a new order can be released.
However, in a pull system, all of the allowed Push
WIP would have already been in the queue. Products are going through the
channel from production up to
Single-piece Flow the retailers.
Push production is anticipation
A process in which products of future demand.
proceed one complete Production is initiated
product at a time, through independently of
various operations in design, demands.
order taking, and production
without interruptions,
backflows, or scrap.
….. Is an alternative to scheduling individual processes, in which the

65 customer process withdraws the items it needs from a supermarket and
the supplying process produces to replenish what was withdrawn.
A Pull system
B Push system
C Work in progress (WIP)
D Hybrid Push-Pull
66 ……..initiates production as a reaction to present demand.

A Pull system
B Push system
D Hybrid Push-Pull

A Pull system
B Push system
D Hybrid Push-Pull

A Pull system
B Push system
D Hybrid Push-Pull
….. products are going through the channel from production up to the
67 retailers.
A Pull system
B Push system
D Hybrid Push-Pull
67 retailers.
A Pull system
B Push system
D Hybrid Push-Pull
a pull system starts production only if the ……… limit has not
68 been reached.
A Pull system
B Push system
D Hybrid Push-Pull
….. Is a process in which products proceed one complete

product at a time, through various operations in design,
69 order taking, and production without interruptions,
backflows, or scrap
A Multiple-piece flow
B Single-piece flow
D Hybrid Push-Pull
68 been reached.
A Pull system
B Push system
D Hybrid Push-Pull

backflows, or scrap
B Single-piece flow
D Hybrid Push-Pull
02 Lean strategies Just-in-time (JIT) manufacturing
PDCA cycle
The best material requirement planning
Plan–do–check–act, system for a manufacturing process, in
A four-step process for Kaizen Small Continuous which there is little or no manufacturing
Improvement.
material inventory on hand
• In the first step (plan), a way to
effect improvement is at the manufacturing site and little
developed. or no incoming inspection.
• In the second step (do), the plan
is carried out, preferably on a Just-in-Case (JIC) manufacturing
small scale.
is an inventory
• In the third step (check), a study management philosophy
takes place between what was
predicted and what was
that prioritizes risk
observed in the previous step. management,
• In the last step Hybrid Push-Pull Strategy often in the form of
(act), action is taken on the larger standing
causal system to effect the
It is a Mix of (Pull) >> just-in-time (JIT)
inventories.
desired change.
manufacturing and Push >>>Just-in-Case (JIC) It is usually
manufacturing) Hybrid Push-Pull Strategy is not contrasted with just-
black and white. Most companies have some sort of a in-time (JIT)
hybrid of the two, manufacturing.
The Hybrid push-pull strategy is usually suggested
for products with high demand uncertainty and high Working at potential
importance of economies of scale. for waste.
….. usually suggested for products with high demand uncertainty and
70 high importance of economies of scale.
A Pull system
B Push system
D Hybrid Push-Pull
……. in which there is little or no manufacturing material inventory on

71 hand at the manufacturing site and little or no incoming inspection.
A just-in-time (JIT) manufacturing
B Just-in-Case (JIC) manufacturing
D Hybrid Push-Pull
……. is an inventory management philosophy that prioritizes risk

72 management.
D Hybrid Push-Pull
A Pull system
B Push system
D Hybrid Push-Pull

D Hybrid Push-Pull

72 management.
D Hybrid Push-Pull
73 ….. working at potential for waste

A Just-in-time (JIT) manufacturing
B Just-in-case (JIC) manufacturing
D Hybrid push-pull

D Hybrid push-pull
In (PDCA) cycle process for Kaizen Small Continuous

74 Improvement,……. is a way to effect improvement is
developed.
A Plan
B Do
C Check
D Act
75 Improvement,……. is the plan is carried out, preferably on a
small scale.
A Plan
B Do
C Check
D Act

developed.
A Plan
B Do
C Check
D Act
small scale.
A Plan
B Do
C Check
D Act

76 Improvement,……. is a study takes place between what was
predicted and what was observed in the previous step.
A Plan
B Do
C Check
D Act

A Plan
B Do
C Check
D Act
03 Analysis
Analysis Of Means ANOM is a statistical procedure for troubleshooting industrial
(ANOM) processes and analyzing the results of experimental designs
with factors at fixed levels.
It provides a graphical display of data.
Analysis of means is easier for quality practitioners to use
because it is an extension of the control chart.
ANOVA is a basic statistical technique for determining the Analysis Of Variance

proportion of influence a factor or set of factors has on total
variation. (ANOVA)
It subdivides the total variation of a data set into meaningful
component parts associated with specific sources of variation
to test a hypothesis on the parameters of the model or to
estimate variance components. There are three models of
ANOVA (Fixed, Random, and Mixed).
……. A statistical procedure for troubleshooting industrial

77 processes and analyzing the results of experimental designs
A Analysis Of Means.
B Analysis Of Range.
C Analysis Of Standard Deviation.
D Analysis Of Variance.
……is easier for quality practitioners to use because it is an

78 extension of the control chart.


…… A basic statistical technique for determining the proportion

79 of influence a factor or set of factors has on total variation.
80 …… Is one of Analysis Of Variance models

A Fixed.
B Random.
C Mixed.
D All of the above


A Fixed.
B Random.
C Mixed.
D All of the above
04 Cycle Time
Changeover Time Cycle Time
The time required to modify The time required to
a system or workstation, 4 1 complete one cycle of an
usually including both operation. If cycle time for
teardown time for the every operation in a
existing condition and complete process can be
setup time for the new reduced to equal takt time,
condition. products can be made in
single-piece flow.
3 2
Mean Time Between Failures (MTBF) Takt Time
The average time interval between failures for The rate of customer demand, takt time is calculated
repairable product for a defined unit of measure; by dividing production time by the quantity of
for example, operating hours, cycles, and miles. product the customer requires in that time. Takt is
the heartbeat of a lean manufacturing system.
81 …… is the time required to complete one cycle of an operation.

A Cycle time
B Takt time
C Changeover time
D Mean time between failures (MTBF)
…… The rate of customer demand, that is calculated by dividing

82 production time by the quantity of product the customer requires in
that time.
A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time

that time.
A Cycle time
B Takt time
C Changeover time
….. Is the time required to modify a system or workstation,

83 usually including both teardown time for the existing
condition and setup time for the new condition.
A Cycle time
B Takt time
C Changeover time
….. Is the average time interval between failures for

84 repairable product for a defined unit of measure; for
example, operating hours, cycles, and miles.
A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time
05 Benchmarking Benchmarking
A technique in which a company measures its
performance against that of best-in-class companies,
determines how those companies achieved their
4
performance levels, and uses the information to improve
1
its own performance. Subjects that can be benchmarked
include operations, and processes.
Batch And Queue

Producing more than one piece and then moving the
pieces to the next operation before they are needed.
Bias
The influence in a sample of a factor that causes the data
population or process being sampled to appear different
from what it actually is, typically in a specific direction.
3 Brainstorming
2 A technique teams use to generate ideas on a particular

subject.
Each person on the team is asked to think creatively and
write down as many ideas as possible. The ideas are not
discussed or reviewed until after the brainstorming session.
….. is A technique in which a company measures its

85 performance against that of best-in-class companies.
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
…..is a Producing more than one piece and then moving the
86 pieces to the next operation before they are needed
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
….. Is the influence in a sample of a factor that causes the

data population or process being sampled to appear
87 different from what it actually is, typically in a specific
direction
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
….. Is a technique teams use to generate ideas on a particular

88 subject
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

direction
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

88 subject
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
06 Standard
Standard work
A precise description of each work
01
01
Conformity Assessment activity, The three elements that
make up standard work are (takt
All activities concerned with time, working sequence, and
determining that relevant standard in-process stock).
requirements in standards or
regulations are fulfilled, Standard Work Instructions
02
02
Including (sampling, testing, A lean manufacturing tool that
inspection, certification, enables operators to observe a
management system production process with an
assessment and registration). understanding of how
assembly tasks are to be
03
03
performed. It ensures that the
quality level is understood and
serves as an excellent training
aid.
89 ….. Is a precise description of each work activity.

A Benchmarking
B Standard work
C Brainstorming
D Conformity assessment
In Lean management…. is one of the elements that make up

90 standard work.
A Takt time
B Working sequence
C Standard in-process stock
D All of the above

A Benchmarking
B Standard work
C Brainstorming

90 standard work.
A Takt time
B Working sequence
D All of the above
….. Is a lean manufacturing tool that enables operators to

91 observe a production process with an understanding of how
assembly tasks are to be performed
A Benchmarking
B Standard work
C Standard work instructions
…. Is ensures that the quality level is understood and serves

92 as an excellent training aid.
A Benchmarking
B Standard work

A Benchmarking
B Standard work

A Benchmarking
B Standard work
….. are all activities concerned with determining that
93 relevant requirements in standards or regulations are
fulfilled
A Benchmarking
B Standard work
….. It is including sampling, testing, inspection, certification,

94 management system assessment and registration.
A Benchmarking
B Standard work
fulfilled
A Benchmarking
B Standard work

A Benchmarking
B Standard work
06 Standard
Compliance Zero Defects Verification Variation
The state of an A performance The act of A change in data,

organization that standard and determining characteristic, or
meets prescribed method, if people whether products function.
specifications, commit
contract terms, themselves to and services It can be caused by:
regulations, or watching details conform to specific • Special &
standards. and avoiding requirements. common causes.
errors, they can • Tampering.
move closer to the • Structural
goal of zero variation.
defects.
Metric >>> A standard for measurement.

….. Is The state of an organization that meets prescribed

95 specifications, contract terms, regulations, or standards.
A Compliance
B Metric
C Zero defects
D Verification
96 ….. It is a standard for measurement.

A Compliance
B Metric
C Zero defects
D Verification
….. Is the state of an organization that meets prescribed

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
97 ….. Is a performance standard and method.

A Compliance
B Metric
C Zero defects
D Verification
….. It is the act of determining whether products and services

98 conform to specific requirements.
A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
99 ….. Is a change in data, characteristic, or function.

A Compliance
B Variation
C Zero Defects
D Verification
Data variation, change in data, characteristic, or function can

100 be caused by ……
A Special causes and common causes
B Tampering
C Structural variation
D All of the above

A Compliance
B Variation
C Zero Defects
D Verification

B Tampering
D All of the above
01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
100
Unit 04


01 / 100 02 / 100 03 / 100 04 / 100 05 / 100

150 30 30 30 30 30

150 30 30 30 30 30

100 20 20 20 20 20

100 20 20 20 20 20
Answers of
Days (11 + 12)
(Unit 04)
Questions

01 process
A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
01 Six Sigma

Six Sigma

distributedprocess.

01 process
A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
01 Six Sigma

Six Sigma

distributedprocess.

01 process
A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
01 Six Sigma

Six Sigma

distributedprocess.

A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma
01 Six Sigma

Six Sigma


A Lean
B Sigma
C Six Sigma

A Lean
B Sigma
C Six Sigma

05 controlled (±6S from the centerline in a control chart).
A Lean
B Sigma
C Six Sigma
01 Six Sigma

Six Sigma

distributedprocess.
is well controlled (±6S from the centerlinein a control chart).

05 controlled (±6S from the centerline in a control chart).
A Lean
B Sigma
C Six Sigma
….. Is Measuring, examining, Testing, and Gauging one or

A Inspection
B Inspection cost
C Improve cost
D Control cost

requirements.
A Inspection
B Inspection cost
C Improve cost
D Control cost
02 Inspection

Measuring, Examining,
A collection of similar Testing, and Gauging one or
determine whether

A Inspection
B Inspection cost
C Improve cost
D Control cost

requirements.
A Inspection
B Inspection cost
C Improve cost
D Control cost
02 Inspection

determine whether

A Inspection
B Inspection cost
C Improve cost
D Control cost

requirements.
A Inspection
B Inspection cost
C Improve cost
D Control cost

A Inspection
B Inspection cost
C Improve cost
D Control cost
02 Inspection

determine whether

A Inspection
B Inspection cost
C Improve cost
D Control cost

time.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

10 circumstances.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection
02 Inspection

determine whether
….. A collection of Similar Units or a specific quantity of

time.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

10 circumstances.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection
02 Inspection
Ordinary Circumstances. internal or external
Normal Inspection Inspection Lot Inspection Cost Inspection

determine whether

time.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

10 circumstances.
A Inspection
B Inspection cost
C Inspection lot
D Normal inspection

A Average chart

A Average chart
03 Average



A Average chart
The Expected Average Quality level of an outgoing product

A Average chart
03 Average



A Average chart
The Expected Average Quality level of an outgoing product

A Average chart

plan and Disposal Specification.
A Average chart.

14 Inspected Before A Shift in size takes place.
A Average chart
03 Average



A Average chart.

A Average chart
03 Average



A Average chart.

A Average chart
…… is inspected per lot When Reaching Decisions To Accept

15 Or Reject.

03 Average



15 Or Reject.

03 Average



15 Or Reject.


A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above
04 Design
controlled tests

A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above
04 Design
controlled tests

A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above

A DFSS
B DoE
C DPMO
D All of the above
04 Design
controlled tests

A DFSS
B DoE
C DPMO
D All of the above
A Discrete
B Continuous
C Improvement
D Sampling

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling

A Discrete
B Continuous
C Improvement
D Sampling
05 Continuous
Continuous


sampling.
A Discrete
B Continuous
C Improvement
D Sampling

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling

A Discrete
B Continuous
C Improvement
D Sampling
05 Continuous
Continuous


sampling.
A Discrete
B Continuous
C Improvement
D Sampling

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling

A Discrete
B Continuous
C Improvement
D Sampling
05 Continuous
Continuous


sampling.
A Discrete
B Continuous
C Improvement
D Sampling

21 numbers.
A Discrete
B Continuous
C Improvement
D Sampling

A Discrete
B Continuous
C Improvement
D Sampling


05 Continuous
Continuous


sampling.


05 Continuous
Continuous


sampling.


05 Continuous
Continuous


sampling.



improvements.

05 Continuous
Continuous


sampling.

improvements.

05 Continuous
Continuous


sampling.

improvements.


sampling.
05 Continuous
Continuous


sampling.

sampling.
05 Continuous
Continuous


sampling.

sampling.

A Process
C Process control
D Process quality

A Process
C Process control
D Process quality
06 Process
1- Process


A Process
C Process control
D Process quality

A Process
C Process control
D Process quality
06 Process
1- Process


A Process
C Process control
D Process quality

A Process
C Process control
D Process quality

A process
C process control
D process quality

A process
C process control
D process quality
06 Process
1- Process


A process
C process control
D process quality

A process
C process control
D process quality
06 Process
1- Process


A process
C process control
D process quality

A process
C process control
D process quality

A process
C process control
D process quality

A Process
C Process control
D Process quality
06 Process
1- Process

from a given process. 3- Process Control

A process
C process control
D process quality

A Process
C Process control
D Process quality
06 Process
1- Process


A process
C process control
D process quality

A Process
C Process control
D Process quality

C Process map

requirements.
C Process map

06 Process
Process
9- Process Owner
8- Process Map

C Process map

requirements.
C Process map

06 Process
Process
9- Process Owner
8- Process Map

C Process map

requirements.
C Process map

C process map

A Project manager.
B data analyst.
C Process owner.
D Customer.

06 Process
Process
9- Process Owner
8- Process Map

C process map

A Project manager.
B data analyst.
C Process owner.
D Customer.

06 Process
Process
9- Process Owner
8- Process Map

C process map

A Project manager.
B data analyst.
C Process owner.
D Customer.

A Project manager.
B data analyst.
C Process owner.
D Customer.

C Process map

06 Process
Process
9- Process Owner
8- Process Map

A Project manager.
B data analyst.
C Process owner.
D Customer.

C Process map

06 Process
Process
9- Process Owner
8- Process Map

A Project manager.
B data analyst.
C Process owner.
D Customer.

C Process map

42 result.
C process map

06 Process
Process
9- Process Owner
8- Process Map

42 result.
C process map
A Cp.
B Cpk.
C Cpm.
D All of the above.

dispersion.
A Cp.
B Cpk.
C Cpm.
D All of the above.
06 Process
value, the better.


A Cp.
B Cpk.
C Cpm.
D All of the above.

dispersion.
A Cp.
B Cpk.
C Cpm.
D All of the above.
06 Process
value, the better.


A Cp.
B Cpk.
C Cpm.
D All of the above.

dispersion.
A Cp.
B Cpk.
C Cpm.
D All of the above.
sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.

A Cp.
B Cpk.
C Cpm.
D All of the above.
06 Process
value, the better.


sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.

A Cp.
B Cpk.
C Cpm.
D All of the above.
06 Process
value, the better.


sigma.
A Cp.
B Cpk.
C Cpm.
D All of the above.

A Cp.
B Cpk.
C Cpm.
D All of the above.

A Cp.
B Cpk.
C Cpm.
D All of the above.

C Calculating mean
06 Process
value, the better.



A Cp.
B Cpk.
C Cpm.
D All of the above.

C Calculating mean
06 Process
value, the better.



A Cp.
B Cpk.
C Cpm.
D All of the above.

C Calculating mean

C Calculating Mean

C Calculating mean
06 Process
value, the better.


a given characteristic. Process Capability is the most widely accepted
formula for process performance calculation is six sigma.

C Calculating Mean

C Calculating mean
06 Process
value, the better.



C Calculating Mean

C Calculating mean

levels.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.

A Lean
B Six Sigma
C lean enterprise
D DMAIC.
01 Lean Lean
lean Enterprise
Lean Migration

levels.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.

A Lean
B Six Sigma
C lean enterprise
D DMAIC.
01 Lean Lean
lean Enterprise
Lean Migration

levels.
A Lean
B Six Sigma
C lean enterprise
D DMAIC.

A Lean
B Six Sigma
C lean enterprise
D DMAIC.

A Lean
B Six Sigma
C lean enterprise

A Zero waiting time
B Zero inventory
D All of the Above
01 Lean Lean
lean Enterprise
Lean Migration

A Lean
B Six Sigma
C lean enterprise

A Zero waiting time
B Zero inventory
D All of the Above
01 Lean Lean
lean Enterprise
Lean Migration

A Lean
B Six Sigma
C lean enterprise

A Zero waiting time
B Zero inventory
D All of the Above

A Lean
B lean migration
C lean enterprise
D DMAIC.
01 Lean Lean
lean Enterprise
Lean Migration

A Lean
B lean migration
C lean enterprise
D DMAIC.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

process.
A kaizen
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys

A kaizen
B Kanban
C Poka-yoke
D 5 S.

process.
A kaizen
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys

A kaizen
B Kanban
C Poka-yoke
D 5 S.

process.
A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys

A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys

A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

the question.
A Five Whys
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys
create a Workplace suited for visual control and lean production.

A kaizen
B Kanban
C Poka-yoke
D 5 S.

the question.
A Five Whys
B Kanban
C Poka-yoke
D 5 S.
01 Lean kaizen
Poka-yoke
a flaw or error.
and quantity.
Five Whys

A kaizen
B Kanban
C Poka-yoke
D 5 S.

the question.
A Five Whys
B Kanban
C Poka-yoke
D 5 S.

62 that uses arrow-diagramming techniques to demonstrate
both the time and the cost required to complete a project.
A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO
01 Lean


A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO
01 Lean


A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO

A CPM
B CTQ
C PPM
D DPMO
01 Lean


A CPM
B CTQ
C PPM
D DPMO

A Pull system
B Push system
D Hybrid Push-Pull

A Pull system
B Push system
D Hybrid Push-Pull
02 Lean strategies

A Pull system
B Push system
D Hybrid Push-Pull

A Pull system
B Push system
D Hybrid Push-Pull
02 Lean strategies

A Pull system
B Push system
D Hybrid Push-Pull

A Pull system
B Push system
D Hybrid Push-Pull
67 retailers.
A Pull system
B Push system
D Hybrid Push-Pull
02 Lean strategies
67 retailers.
A Pull system
B Push system
D Hybrid Push-Pull
68 been reached.
A Pull system
B Push system
D Hybrid Push-Pull

backflows, or scrap
B Single-piece flow
D Hybrid Push-Pull
02 Lean strategies
68 been reached.
A Pull system
B Push system
D Hybrid Push-Pull

backflows, or scrap
B Single-piece flow
D Hybrid Push-Pull
02 Lean strategies
68 been reached.
A Pull system
B Push system
D Hybrid Push-Pull

backflows, or scrap
B Single-piece flow
D Hybrid Push-Pull
A Pull system
B Push system
D Hybrid Push-Pull

D Hybrid Push-Pull

72 management.
D Hybrid Push-Pull
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.
A Pull system
B Push system
D Hybrid Push-Pull

D Hybrid Push-Pull

72 management.
D Hybrid Push-Pull
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.
A Pull system
B Push system
D Hybrid Push-Pull

D Hybrid Push-Pull

72 management.
D Hybrid Push-Pull
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.
A Pull system
B Push system
D Hybrid Push-Pull

D Hybrid Push-Pull

72 management.
D Hybrid Push-Pull

D Hybrid push-pull
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.

D Hybrid push-pull

developed.
A Plan
B Do
C Check
D Act
small scale.
A Plan
B Do
C Check
D Act
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.

developed.
A Plan
B Do
C Check
D Act
small scale.
A Plan
B Do
C Check
D Act
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.

developed.
A Plan
B Do
C Check
D Act
small scale.
A Plan
B Do
C Check
D Act

A Plan
B Do
C Check
D Act
PDCA cycle
Improvement.
small scale.
is an inventory
inventories.
desired change.

A Plan
B Do
C Check
D Act


03 Analysis

variation. (ANOVA)


03 Analysis

variation. (ANOVA)




A Fixed.
B Random.
C Mixed.
D All of the above
03 Analysis

variation. (ANOVA)


A Fixed.
B Random.
C Mixed.
D All of the above
03 Analysis

variation. (ANOVA)
estimate variance components. There are Three models of


A Fixed.
B Random.
C Mixed.
D All of the above

A Cycle time
B Takt time
C Changeover time

that time.
A Cycle time
B Takt time
C Changeover time
04 Cycle Time
single-piece flow.
3 2

A Cycle time
B Takt time
C Changeover time

that time.
A Cycle time
B Takt time
C Changeover time
04 Cycle Time
single-piece flow.
3 2

A Cycle time
B Takt time
C Changeover time

that time.
A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time
04 Cycle Time
single-piece flow.
3 2

A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time
04 Cycle Time
single-piece flow.
3 2

A Cycle time
B Takt time
C Changeover time

A Cycle time
B Takt time
C Changeover time

A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
4
1
Batch And Queue

Bias
3 Brainstorming

subject.

A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
4
1
Batch And Queue

Bias
3 Brainstorming

subject.

A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

direction
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

88 subject
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
4
1
Batch And Queue

Bias
3 Brainstorming

subject.

direction
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

88 subject
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.
4
1
Batch And Queue

Bias
3 Brainstorming

subject.

direction
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

88 subject
A Benchmarking
B Bias
C Brainstorming
D Batch and queue.

A Benchmarking
B Standard work
C Brainstorming

90 standard work.
A Takt time
B Working sequence
D All of the above
06 Standard
Standard work
01
01
02
02
03
03
aid.

A Benchmarking
B Standard work
C Brainstorming

90 standard work.
A Takt time
B Working sequence
D All of the above
06 Standard
Standard work
01
01
02
02
03
03
aid.

A Benchmarking
B Standard work
C Brainstorming

90 standard work.
A Takt time
B Working sequence
D All of the above

A Benchmarking
B Standard work

A Benchmarking
B Standard work
06 Standard
Standard work
01
01
02
02
03
03
aid.

A Benchmarking
B Standard work

A Benchmarking
B Standard work
06 Standard
Standard work
01
01
02
02
03
03
aid.

A Benchmarking
B Standard work

A Benchmarking
B Standard work
fulfilled
A Benchmarking
B Standard work

A Benchmarking
B Standard work
06 Standard
Standard work
01
01
02
02
03
03
aid.
fulfilled
A Benchmarking
B Standard work

A Benchmarking
B Standard work
06 Standard
Standard work
01
01
02
02
03
03
aid.
fulfilled
A Benchmarking
B Standard work

A Benchmarking
B Standard work
….. Is The state of an organization that meets prescribed

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
06 Standard

defects.


A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
06 Standard

defects.


A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
06 Standard

defects.


A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification
06 Standard

defects.


A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Metric
C Zero defects
D Verification

A Compliance
B Variation
C Zero Defects
D Verification

B Tampering
D All of the above
06 Standard

defects.


A Compliance
B Variation
C Zero Defects
D Verification

B Tampering
D All of the above
06 Standard

defects.


A Compliance
B Variation
C Zero Defects
D Verification

B Tampering
D All of the above

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Certified Lean Six Sigma, Master Black Belt “CLSSMBB”

• English Language Exam.

Unit 01 Unit 01 Unit 01 Unit 01 Unit 01 Unit 01

Unit 02 Unit 02 Unit 02 Unit 02 Unit 02 Unit 02

Unit 03 Unit 03 Unit 03 Unit 03 Unit 03 Unit 03

Unit 04 Unit 03 Unit 03 Unit 03 Unit 03 Unit 03

Chapter 01 Total View of Six Sigma. 72

Chapter 02 Total View of Data. 78

Errors E For Eliminating

01: Six Sigma as a problem solving Methodology

The …… of Six Sigma is a business improvement approach that

The …… of Six Sigma is a business improvement approach that

03 ..... It is the unit used to measure problems

04 Six sigma based at …….. as an important factor.

03 ..... It is the unit used to measure problems

04 Six sigma based at …….. as an important factor.

02: Six Sigma DPMO Defects Per Million Opportunities

100 % 1 690000 69% 310000 31%

05 For 01 Sigma the Defects % is …… and Yield % is ……

06 For 02 Sigma the Defects % is …… and Yield % is ……

05 For 01 Sigma the Defects % is …… and Yield % is ……

06 For 02 Sigma the Defects % is …… and Yield % is ……

07 For 03 Sigma the Defects % is …… and Yield % is ……

08 For 04 Sigma the Defects % is …… and Yield % is ……

07 For 03 Sigma the Defects % is …… and Yield % is ……

08 For 04 Sigma the Defects % is …… and Yield % is ……

09 For 05 Sigma the Defects % is …… and Yield % is ……

10 For 06 Sigma the Defects % is …… and Yield % is ……

09 For 05 Sigma the Defects % is …… and Yield % is ……

10 For 06 Sigma the Defects % is …… and Yield % is ……

02: Six Sigma DPMO Defects Per Million Opportunities

100 % 1 690000 69% 310000 31%

02: Six Sigma DPMO Defects Per Million Opportunities

100 % 1 690000 69% 310000 31%

17 We identify the six sigma problem at ……. phase.

18 We form a team to solve the six sigma at ……. phase.

17 We identify the six sigma problem at ……. phase.

18 We form a team to solve the six sigma at ……. phase.

19 We Conduct tests to know the extent of the problem at ……. phase.

20 We Collect Data regarding the found problem at ……. phase.

19 We Conduct tests to know the extent of the problem at ……. phase.

20 We Collect Data regarding the found problem at ……. phase.

21 Identification of problem causes (Xs) of the problem (Y) at.. phase.

22 We allocate the Root Cause of Six Sigma problem at ……. phase.

21 Identification of problem causes (Xs) of the problem (Y) at.. phase.

22 We allocate the Root Cause of Six Sigma problem at ……. phase.

23 We identify and test solution at ……. phase.

23 We identify and test solution at ……. phase.

at Improve phase we should test the solution first at….

at Improve phase we should test the solution first at….

29 The Last phase of DMAIC is……. phase.

29 The Last phase of DMAIC is……. phase.

6 Standard Deviations - 6 Sigma Levels

fixed numbers %99.9937

STDEV from the Mean %99.9999998

STDEV from the Mean %68.27

30 In Normal Distribution …….. and ……. are Equal.

31 ...... Is the percentage of data allocated within +- 01.

30 In Normal Distribution …….. and ……. are Equal.

31 ...... Is the percentage of data allocated within +- 01.

32 ...... Is the percentage of data allocated within +- 02.

33 ...... Is the percentage of data allocated within +- 03.

32 ...... Is the percentage of data allocated within +- 02.