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Six Sigma LSSYB Practice Test Questions, Exam Dumps

Six Sigma LSSYB Lean Six Sigma Yellow Belt exam dumps vce, practice test questions, study guide & video training course to study and pass quickly and easily. Six Sigma LSSYB Lean Six Sigma Yellow Belt exam dumps & practice test questions and answers. You need avanset vce exam simulator in order to study the Six Sigma LSSYB certification exam dumps & Six Sigma LSSYB practice test questions in vce format.

General Roles and Responsibilities (Define)

2. General roles of a yellow belt in lean six sigma (Define)

Well, I can remember being a Yellow Belt in a small, privately held machine shop many, many years ago. I spent most of my time gathering data and cycle times for various reasons. But most importantly, I remember being a part of many projects and gaining experience as I grew to become a Green Belt. This section will help you understand some of the general roles that a yellow belt may play in a Lean or Six Sigma strategy. A yellow belt can be any member of the general workforce. They should be utilised for their skills and experience with processes or products that are going through Kaizen or being reviewed by a Six Sigma project. They may not yet be on a continuous improvement team as a full-time member, but it should be their purpose and their sole focus to find opportunities to use their skills as a Lean Six Sigma yellow belt. There may also be some times where they are required to work full-time on specific projects that require their skills. Now, responsibilities may change from organisation to organization, but there is a very good possibility that some if not all of the following duties may be placed on these talented and skilled yellow belts. One of the important roles that you'll take on as a yellow belt, specifically in Six Sigma projects, is gathering data and times for a project going on in Lean. You will also do the same thing. Gathering data and times is an important element of any project. If you are using the Demaic method in a Six Sigma strategy at the measure stage, you can expect to be a full-time employee on the project. There will also be many times in both Six Sigma and Lean strategies where you will act as a subject matter expert for the project, process, or product that is being reviewed. As a subject matter expert in organisational processes and products, you can use your valuable experience and the foundational skills you've gained in Lean Six Sigma to teach others proper terminologies and help them better understand what's going on around them. Of course, it will be important for you to work closely with green belts as you develop and hone your skills to later become a green belt. One way you can work together is by creating a communication plan to explain and share the strategic and tactical initiatives going on around your fellow employees and partners. This simple yet important task will help those being affected by changes feel more comfortable and may also inspire them to begin training and implementing Lean Six Sigma themselves. Now, inspiring others to gain skills that will allow them to be in alignment with the organization's strategy is very important. This will also allow you to establish yourself in one capacity or another as a change agent. Of course, as a trained yellow belt, you will most likely be asked to validate metrics data and other critical components of projects. You will also have a good, solid understanding of the history of Lean and Six Sigma and methodologies like PDCA, the Domaic Method, or the Five S System. Some other elements you will understand as a yellow belt are concepts like continuous improvement, standardisation standards, and the main principles that help drive both Lean and Six Sigma strategies. There will definitely be elements of your role or responsibility that your organisation will define on their own for you, but these few things should help you understand some things from the beginning. Now, if you have followed the curriculum established in this course, you have been well prepared for your future Lean Six Sigma journey and have gained enough knowledge to be considered a Lean Six Sigma Yellow Belt.

3. Organizational Roles and Responsibilities (Define)

Hi there, everyone. Welcome back. Well, I'm excited to talk to you today about general organisational roles and responsibilities that will inevitably come from your talents as a Lean Six Sigma practitioner. Okay, well, by the end of this lecture you will have a general understanding of how many belt holders you may need for a project or for the deployment of your strategy. Next, we will talk about some of the common roles that champions, process owners, and other Lean Six-Sigma trained employees may be asked to assist with. Let's first remember that every organisation will have unique needs when deploying projects or embarking on strategic initiatives. One of those unique needs is the number of belt holders within your organisational structure. The number of belt holders will vary depending on the size of the business. In a mature Lean Six Sigma organization, there would perhaps be about 3% of the personnel trained as black belts and about ten to 15% trained at the green belt level for yellow belts. You can expect it to be as large as the workforce but much more mobile in numbers to meet the needs of projects as they are being deployed. Additionally, a mature Lean Six Sigma organisation will have 100% of their employee base trained to the white belt level or participating in basic Lean Six Sigma training of some sort along with black, green, yellow, and white belts. Mature organisations will typically keep about one master black belt for every seven to ten black belts. This ensures that everyone in the organisation has a sensei or someone they can go to for coaching and guidance. Well, we have heard about the belt portion of a general Lean Six Sigma project structure, but there are a few more important roles to take into consideration with your Lean Six Sigma strategy. The other three very important positions in Lean and Six Sigma are the sponsor, the champion, and the process owners. The sponsor is usually a senior executive; he could have even been a member of the ownership team of your organization. These people will provide the resources needed to move the strategy and tactical actions forward throughout your Lean Six Sigma journey. The champion is usually the person who will assist in the deployment of projects. Often times, they are tasked with seeking and identifying opportunities and ideas for improvements. A champion will usually hold the title of senior manager or executive within the business. They may also be directors or vice presidents, too. These individuals will assist a steering committee in gathering resources for projects. Specifically, we mean in terms of people and funds. It is important to note that these senior executives will have a lot of experience and a good relationship with the overall sponsors of this strategy. Additionally, they should have had some sort of Lean Six Sigma training so that they can understand the principles of this strategy and know what's going on around them. One of the first key roles a champion will often take on is establishing a structure of individuals trained to at least the black belt level. The structure will create a team of capable individuals. Those individuals should be capable of leading projects and initiatives throughout your Lean Six Sigma journey. The team is often referred to as a core team, continuous improvement team, or even deployment managers. Once the team of black belts has been established, those individuals will essentially become improvement initiative managers, responsible for managing and guiding the tactical actions that move your strategy forward. Oftentimes, the core team of black belts will coordinate with process owners throughout the organisation in order to understand the processes that are being looked at. After they have a clear understanding of the gamba, they will then begin to pull together green and yellow belts to work on set tasks and activities as a group. Well, now, before we wrap up this overview of organisational roles and responsibilities, we should note that there is not an exact science to figuring out how many personnel will be needed on projects or in your overall strategy. In any type of project management, you will need to estimate time and resources and provide some type of cost-benefit analysis for initiatives. More often than not, there will be three-way discussions going on and qualitative analysis that takes place between financial divisions, champions, and your deployment managers, or core team, all throughout the early stages of your journey. Okay, well, that wraps up this overview of organisational roles and responsibilities. Remember, no one structure will be specific to every single organization. So until next time, keep on improving and we will keep on giving you solutions that ignite your power.

Fundamentals of Lean and Six Sigma (Define)

1. Introduction to Processes (Define)

Well, hi there and welcome back. We don't often realise how valuable understanding process can be, but by now you should have a clear understanding of the focus on process in both Lean and Six Sigma. Well, by the end of this course, you will know exactly what a process is and what the benefits of applying Six Sigma and Lean techniques to a process are. And finally, we will discuss two very important variables that you will need to understand in Six Sigma. Okay, let's get started. As defined, a process is a sequence of interdependent and linked procedures. Now, one important thing to note with a process is that at each stage of the process, a resource is consumed, whether that is time, energy, money, or machine power. Those resources convert the information, data, material, or parts into outputs. Those outputs ultimately serve as the next stage's inputs until the endproduct, process, or service is accomplished. Now, with that said, some parts of a process create value. Other parts of a process are intended to support the creation of value. These are often referred to as primary and secondary processes. While the perceived focus of Lean and Six Sigma is in fact different, the overall goal as it pertains to business processes is similar in some aspects. We can say that both Lean and Six Sigma attempt to improve quality, eliminate waste, increase efficiency, and reduce the costs associated with processes. Now, as it happens in Six Sigma initiatives, one of the main focuses is to identify and contain what is referred to as the "vital few input variables." These variables often affect the outputs in a negative way. When a team is able to successfully control inputs, it can result in reduced output variability. To put it another way, it results in greater conformance to the customer's standards. This ultimately results in better quality, improved cycle times, and improved business processes. When we apply lean techniques to a process, we attempt to remove any and all waste within the process, or in other words, the value stream. This ultimately results in lower inventory levels, increased velocity, and a more efficient and stable use of resources in the organization. Both Lean and Six Sigma are focused in one way or another on satisfying customers through the improvement of business processes. Now, if we backtrack a bit, we remember that Six Sigma does this by using our breakthrough formula. Remember, y equals FX. Essentially, this formula defines a critical objective of every improvement project within Six Sigma, which is to solve the equation. We refer to Y as the dependent variable in our formula. Something to keep in mind is that the x's or the inputs of a process are not dependent on the activities or values of another element. So we refer to XS as the independent variables. There is one more thing you should remember with regards to a process, and that is that it is very rare to find a process that has one single input. Almost every time you look at a process, you will find multiple XS that you will have to consider. Okay, I know that is a lot to take in, so let's summarise what a process is before we move on. A process is a set of activities that, like an assembly line, are placed in sequence with the objective of adding value at each stage of the process. Of course, there is a start and an end, with a set of activities that fall in between. The activities that fall in between are the steps that hopefully add value as the product or service is transformed. To simplify this concept, something goes in and something comes out. These are the inputs and outputs of each process. Step one: at times, decisions need to be made in processes. These are the diamonds you see in a process map, sometimes referred to as branches. All of that combined makes up what we call a business process, or a sequence of activities designed to create something of value. Pretty simple, right? Now in this lecture, we learned what a process is, how they are designed, and what dependent and independent variables are. The variables may take a bit of time to get used to, but you will get it. a fantastic read for learning statistics. In Lean Six Sigma, there is a book entitled Practitioner's Guide to Statistics for Process Improvements. If you have any opportunity to grab abook and browse through it, do that well. That wraps up this introduction to processes. In later modules, we will look at some tools that you can use to gain a deeper understanding of processes. So until next time, my friends, keep on improving and we will keep giving you solutions that ignite your power.

2. Critical to Quality Characteristics (Define)

Hi there and welcome back. One very important aspect of Six Sigma that will be mentioned all throughout your Six Sigma journey is the focus on the customer and utilising quantifiable data. One of the most fundamental aspects of SixSigma is how a process is measured. In general, there are three categories that metrics fall under when improving processes. Those categories are cost, quality, and time. With those three categories of metrics, we use three different statements to align our metrics with the customer. Those three statements are critical to cost, critical to schedule, and critical to quality. As you may have guessed, Critical to Cost deals with the analysis of inputs and outputs along a process's path while focusing on what impact the process has in relation to the cost of the outputs that directly impact a customer. Critical to schedule refers to the amount of time it takes to pass through one or more stages of a process. Some examples may be delivery lead time on hand or other measurements such as cycle and tag time. Now, the final measurement statement we use is Critical to Quality, and we are going to dig into this one. Critical to quality include physical dimensions, weight, and many other characteristics. So how do we get these important characteristics to measure?Critical-to-quality characteristics are most often gathered from the voice of the customer or other means of communication with your customers. This is because critical to quality parameters are specifications that relate directly to the customer's needs and wants. It is important to note that Critical to Quality and Critical to Customer are not the same thing. "Critical to Quality" takes the voice of the customer and converts it into a quantifiable requirement. This sometimes includes targets and upper and lower specification limits. One common tool you will hear associated with criticality and quality is the Critical to Quality tree. The tool helps users move from general needs to more specific requirements. Although we won't go deep into using the CTQ tree, the general process is to first identify who the clients are. Next, solicit the voice of the client or the customer. After that, translate that data from the Voice of the Customer into Critical to Customer measures or Critical to Client measures to be sure to set the ranges for the CPC measures. Next, you will determine how well your organization's processes need to be internalised in order to meet customer needs. Finally, you set the parameters for your internal processes associated with those measures. Those are your critical quality measures. That concludes our examination of critical to quality characteristics. So until next time, my friends, keep on improving and we will keep on giving you solutions that ignite your power.

3. The Cost of Poor Quality (Define)

Hi there, and welcome to this lecture on the cost of poor quality. Quality is absolutely one of the most important aspects of an organization. Quality can be the difference between award-winning excellence and complete disaster. Speculation had it that the supplier had failed to meet requirements and that the issues were never addressed, ultimately contributing to the disaster that took those astronauts' lives. Now, as you can understand, the lives of human beings are costing a lot because of poor quality that rarely happens, but it does set the tone for how important quality is. Philip Crosby said it best when he said, "Quality is free." It's not a gift, but it's free. He went on to say that it is the low-quality items that cost money. One might assume that the term "low quality" defines itself, but it is oftentimes the most misunderstood concept of quality. The cost of poor quality is officially defined as the cost associated with providing poor-quality products and/or services. Now, the level of cost can vary from pennies to the lives we just spoke about earlier. So what is the purpose of tracking the cost of poor quality? Well, understanding the cost of poor quality helps us make the costs real and shows us the extent to which the cost of poor quality is affecting our organization. By understanding and monitoring the costs of poor quality, we are also better able to see how our resources are spent with regards to prevention. There are four main areas that we monitor with regards to this cost. Those areas are internal failure costs, external failure costs, appraisal costs, and prevention costs. Internal failure costs are the costs associated with errors, rework, and any other sort of defect that are found before the customer receives the product or the service. External costs are those that are often discovered by a customer. They are the worst kind. As you can imagine, these costs are associated with poor service or product after it has left the organization. Appraisal costs are the costs that you incur in order to diagnose or determine the effects of defects, errors, rework, or a lack of conformance to some quality requirement. Finally, prevention costs are the costs associated with any activities that you may pursue in order to keep appraisal costs at a minimum expense.Let's look at a few examples of each type, starting with prevention costs. Prevention costs are focused on avoiding quality problems. These costs often occur before any activity or production ever begins. One example would be the design of a service or product, which happens before activities begin. These costs may also be incurred during the implementation or updating of a quality management system such as ISO. Next, we will look at appraisal costs. You probably interact with appraisal costs more than you know. Appraisal costs are the costs associated with evaluating either a supplier's or a customer's product or service. Examples of appraisal costs include verification, like when a vendor delivers parts and you inspect them, or audits that tell us how well we comply with different systems and assessments that help us gauge how well our supply chain is performing. Next are internal costs. As you probably remember, these are the costs of quality that happened before the service or product reached the customer. Here are a few examples. Scrapped parts that cannot be fixed are internal costs of poor quality, and so is rework. This is because the product failed to meet the standards associated with that product and was found internally. Finally, we look at external failure costs. These costs are associated with products that have already left the organisation and are found by the customer. Some examples of external costs of poor quality are repairs and service, returned products, refunded services, complaints, recalls, and warranty claims. While these many different costs associated with poor quality often leave us feeling uneasy, a good goal to have in terms of the cost of poor quality is to shoot for under 10% of your operating costs to be associated with COPQ. If you can accomplish that, you're in pretty good shape. Now, before we wrap up this lecture on the cost of poor quality, we need to remind you that, like any other system, the use of quality measurements should be monitored and measured frequently. They need to stay alive. By utilising Cop Q, a company can rest easy at night knowing that the resources, capital, and investment estimates associated with quality are in fact saving lives. Well, that wraps up this lecture, my friends. So until next time, keep on improving and we will keep on giving you solutions that ignite your power.

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