Page 107 - Six Sigma Demystified

DeMYSTiFieD / Psychology DeMYSTiFieD / Romero & Kemp / 000-0 / Chapter 3

88 Six SigMa DemystifieD

6. When a team is unable to come up with ideas during a brainstorming
exercise and a few people are dominating the discussions, the team leader
should
a. cancel the meeting and come up with some ideas on his or her own.
B. report the impasse to the sponsor and suggest that the team meet again in a
month or two when members have a fresh perspective.
C. use brainstorming tools such as affinity diagrams to encourage wider
participation from the group.
D. form a new team with process experts who have more ideas.

7. A conflict of ideas between various members in a team meeting, even if done
respectfully,
a. doesn’t happen often because most people are business savvy enough to
know not to disagree with others in public.
B. is common when team members are becoming involved and committed to
finding the best solution.
C. generally indicates that the team leader is not enforcing the ground rules.
D. should be reported to the project champion.

8. As the time to completion for a project increases beyond 10 or 12 months,
a. the cost of the project increases.
B. frustration of team members is likely to increase.
C. diversion of resources is likely to occur.
D. all the above are true.

9. If, during the analyze stage, a team discovers that the project is actually
much larger than originally thought when it was scoped, the team should
a. continue on by addressing all aspects of the increased scope, because a larger
scope also will mean better deliverables to exceed the champion’s
expectations.
B. select one aspect of the scope that seems easiest to address, and continue the
project to its completion, focusing on that problem.

C. select one aspect of the scope that provides the best benefit, and continue the
project to its completion, focusing on that problem.
D. consult with the champion regarding the findings to determine the best
balance of resource versus potential benefit for the project.

10. A Pareto diagram is useful in developing the scope of a project by
a. determining the correlation between the different categories of the problem.
B. providing a baseline of the process.
C. identifying the critical few issues or categories on a cost or count basis.
D. defining the metrics to be evaluated.

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