Page 452 - Six Sigma Demystified

432 Six SigMa DemystifieD

9. b. Mass training of all employees has been found to be extremely inefficient and
ineffective. Training should be conducted just-in-time so that trainees have the
opportunity to use their training immediately as part of a project team. Effective
teams and the need for building operational buy-in require participation of
operational personnel.
10. d.

Chapter 2: Developing the Training and Deployment Plan
1. b. Leadership is most critically important. Just-in-time training is greatly
preferred to broad-based training of employees, most of whom need only
minimal training in problem-solving tools.
2. a. Executive levels need to understand their role in the deployment more so
than the details of analysis methods.
3. c. Best results will be achieved when the best minds are tasked with addressing
problems of significance to the organization.
4. d.
5. c. Since green belts are not trained on all the problem-solving methods included
in black belt training, and given their operational duties, it is management’s
responsibility to ensure they have ample time away from their operational duties
as well as support from black belts.
6. a. Projects involving many stakeholders or those which will consume many
resources or take more than 6 months are so are poor candidates for initial waves
given the experience level of the individuals and the organization in general.
7. d.
8. b.
9. c. A positive change in behavior, reflective of the materials taught, is the best
indicator of training effectiveness.
10. b.

Chapter 3: focusing the Development
1. c. Customer expectations are, at times, unknown, so they cannot be assumed to

be provided in specifications, even where they do exist. For a bilateral
specification (i.e., a requirement dictated by both an upper and lower bound),
the midpoint is the preferred process location; as the product or service
approaches the bounds, there is less desirability. Process control does not ensure
that the process is operating within the specifications unless the process is
capable (discussed in more detail in Chapter 5).
2. a. Low cost is only preferred when expected quality levels can be assumed.
While customer service may be appreciated, problem prevention results in
decreased cost for the customer’s operations. Customers value predictability,
which tends to lower their operational costs.
3. b. Specifications tend to obscure real customer expectations, needs, and wants.
4. d.
5. c.
6. c.
7. b.