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a n S w e r S To q u i z z e S a n D f i n a l e x a m 435

9. b.
10. a. Prevention of errors is the preferred approach unless its costs cannot be
justified.

Chapter 8: Control Stage
1. b.
2. d.
3. d.
4. d.
5. b.
6. a.
7. a.
8. c.
9. b. Behavioral changes are most important, but they may not provide the best
measure because they depend on so many other things, such as management
systems that encourage the new behavior.
10. a. Prevention of errors is the preferred approach unless its costs cannot be
justified.

final exam
1. b.
2. b, as shown in Appendix 8.
3. b. Success requires commitment of resources, which are controlled by
management, as well as linkage with organizational strategy, which is defined by
management. Widespread training is often a waste of resources.
4. c. Processes designed for Six Sigma (or those which have achieved Six Sigma)
will allow process resources to be directed to value-added opportunities. Errors
requiring correction are virtually nonexistent.
5. c. Project selection is a management responsibility.
6. a. Projects deployed only within a specific department often yield less desirable
results either because of the lack of broad impact or because the department’s

resources are optimized at the expense of the system.
7. d.
8. d. Without management training, training of other resources is often wasted.
9. d.
10. c. Typical green belt training is designed to expose the green belt to the DMAIC
methodology so that he or she can actively lend his or her process expertise as
part of a project team. It does not include the technical skills necessary to
autonomously lead any project without the support of a qualified black belt or
master black belt.
11. d.
12. d.
13. c.
14. b. Projects that involve many stakeholder groups decrease the likelihood of
success. Any given project is unlikely to solve many of the issues confronting an
organization.