3. 8 Disciplines - Find the Root Cause
1 point possible (graded)
Q3 The following are important for the step 4D Finding theRoot Cause EXCEPT?
A- Develop hypotheses on the causes of the problem
B- Implement corrective action
C- Follow a data driven process
D- Confirm the hypotheses with data
4. 8 Disciplines - Learn & Define Prevention for theFuture
1 point possible (graded)
Q4 In the 7th Discipline Learn and Define Prevention for theFuture , the following are necessary EXCEPT:
A- Go beyond the Quick Fix: actively preventre-occurrence.
B- Congratulating the team and closing the case.
C- Consider other products/product lines/sites/suppliers thatmight be affected.
D- Implement preventive measures: Fix the root cause, Preventre-occurrence and escape.
5. 8 Disciplines
1 point possible (graded)
Q5 After every crises, caused as a result of variation in theprocess, (for example burnt bread in the bakery), the team alwaysput in place stricter guidelines to prevent a futureoccurence.
Under which discipline does this belong?
A- 0D: Become aware of the problem / Prepare and plan
B- 1D: Grab a Team!
C- 2D: Understand the Problem
D- 3D: Take Containment Actions
E- 4D: Find the Root Cause
F- 5D: Choose a Corrective Action
G- 6D: Implement Corrective Action
H- 7D: Learn and Define Prevention for the Future
6. 8 Disciplines
1 point possible (graded)
Q6 Often time when a deviation is discovered in a process (forexample burnt bread at the bakery, scratches on cars at car washetc.), the supervisor or the person responsible stops the processimmediately or add another layer of inspection, in order to makesure that non-quality products/services doesn't reach thecustomers.
Under which discipline does this belong?
A- 0D: Become aware of the problem / Prepare and plan
B- 1D: Grab a Team!
C- 2D: Understand the Problem
D- 3D: Take Containment Actions
E- 4D: Find the Root Cause
F- 5D: Choose a Corrective Action
G- 6D: Implement Corrective Action
H- 7D: Learn and Define Prevention for the Future
8. DMADV - Q1
1 point possible (graded)
Q8 DMADV refers to Define, Measure, Analyze, Design andVerify. DMADV is the approach that is followed for those productsand processes that don’t exist and yet to be developed and is alsoused to redesign products and processes which could not beimproved.
Organizational primary design objectives are evaluated andprioritized to have the most significant effect on the design toachieve Six Sigma targets. This happens at which phase of the DMADVapproach?
A- Define
B- Measure
C- Analyze
D- Design
E- Verify
9. DMADV - Q2
1 point possible (graded)
Q9- DMADV refers to Define, Measure, Analyze, Design andVerify. DMADV is the approach that is followed for those productsand processes that don’t exist and yet to be developed and is alsoused to redesign products and processes which could not beimproved.
Which phase in the DMADV approach entails technical andcompetitive analysis of the product to specify most valued designcriteria meeting stakeholder’s expectations?
A- Define
B- Measure
C- Analyze
D- Design
E- Verify
10. 5Why - Principle
1 point possible (graded)
Q10- What principle of 5Why do you know from thelecture?
A- “Machines do not fail, methods do”
B- "People do not fail, processes do"
C- “Processes do not fail, people do”
D- “Methods do not fail, machines do.”
11. 5Whys - SRC and ORC
1 point possible (graded)
Q11- What is the relationship between the systemic root cause(SRC) and the occurrence root cause (ORC)?
A- The Occurrence Root Cause can be seen as a consequence ofthe Systemic Root Cause.
B- The Systemic Root Cause can be seen as a consequence of theOccurence Root Cause.
C- They have no relationship at all.
12. 5Whys - Unbreakable Rules
1 point possible (graded)
Q12- Which of the following is NOT an unbreakable rule of the5Why analysis?
A- Data and Facts only
B- Collect as many whys as possible, even if they havemeaningless answers
C- Clear and Agreed Problem Statement
D- Direct Interrelation Chain between each Why
E- Correct Team Composition
13. - 15. 5Whys - CPU Utilization
3 points possible (graded)
Q13- You are given the following 5Why analysis:
1. Why is the website down? The CPU (Central Processing Unit)utilization spiked to over 100% on all servers.
2. Why is the CPU utilization that high? A new part of codecontains an infinite loop.
3. Why was this piece of code written? Employee A made amistake.
4. Why did her mistake get submitted? A didn’t write a testrun for the feature.
5. Why did she not write a test run? She is a new employee andwas not properly trained.
6. Why was she not properly trained? No training procedure fornew employees established.
What is the problem statement to this 5Why analysis?
A- No training procedure for new employees established.
B- The CPU utilization is over 100% on all servers.
C- The website is down.
D- Employee A reported that the CPU utilization might spike toover 100% on all servers.
What is the occurrence root cause (ORC)?
A- Employee A didn’t write a test run for the feature.
B- The website is down.
C- No training procedure for new employees established.
D- The CPU utilization is over 100% on all servers.
What is the systemic root cause (SRC)?
A- Employee A didn’t write a test run for the feature.
B- No training procedure for new employees established.
C- The website was down.
D- The CPU utilization is over 100% on all servers.
16. - 18. 5Whys - Buying a New Table
3 points possible (graded)
Your company produces wooden table and chairs. The legs fortables and chairs are cut on the same machine. The pieces offurniture are sold in parts and the customers have to assemble theparts themselves. One day, a customer complains that the height ofthe table he bought and assembled is about 30cm lower than declaredin the product description.
You conduct a 5Why analysis:
1. Why is the height of the table too low? The legs are tooshort.
2. Why are the legs too short? They were cut too short.
3. Why were they cut too short? The cutting-machine had thewrong settings.
4. Why were the settings wrong? They were still adjusted tocutting legs for chairs.
5. Why were they still adjusted to that? The operator didn’tchange them before the production line switched totable-legs.
6. Why did he not change them in time? He had an outdatedproduction schedule.
7. Why did he have an outdated schedule? The weekly updatewasn’t performed as planned.
Please answer the following questions:
What is the problem statement to this 5Why analysis?
A- The height of the table is too low.
B- The legs of the table are too short.
C- The customer complained.
What is the systemic root cause (SRC)?
A- The weekly update wasn’t performed as planned.
B- The legs were cut too short.
C- The operator didn’t change the specifications before theline switched to table-legs.
What is the occurrence root cause (ORC)?
A- The legs were cut too short.
B- The operator didn’t change the specifications before theline switched to table-legs.
C- The operator had an outdated production schedule.
