CSSGB Sample Questions & Answers
Define ties with measure for the biggest share, built on voice-of-the-customer work and process statistics, ahead of analyze's hypothesis testing, improve's designed experiments, control's statistical process control, and the organizational goals that open the test.
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- Question 1AdvancedSelect 2
I. Overview: Six Sigma and the Organization · B. Lean principles in the organization
The Theory of Constraints (TOC) posits that every complex system has at least one constraint that limits it from achieving more of its goal. Which TWO of the following statements accurately describe core principles of applying TOC? (Select TWO)
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Correct answers: B, D
This is the second step of the Five Focusing Steps of TOC. Once the constraint is identified, the goal is to get the absolute most out of it without major expense.
This is the third step of TOC. It means that non-constraint processes should be paced by the constraint. Running them at full capacity would only build up excess work-in-process inventory before the constraint.
- Question 2Beginner
II. Define Phase · D. Management and planning tools
A Green Belt is facilitating a brainstorming session with a project team to identify potential causes for shipping errors. The team generates over 50 different ideas. The Green Belt now needs to organize these ideas into logical groups to better understand the themes and relationships. Which tool is most appropriate for this specific task?
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Correct answer: B
An Affinity Diagram (or KJ Method) is specifically designed to organize a large number of ideas, generated from brainstorming, into their natural relationships. The team silently groups related ideas, then creates header cards to name the groups, revealing the underlying themes and structure of the problem.
- Question 3Intermediate
II. Define Phase · C. Project management basics
During the development of a project charter, a team defines its primary metric as 'Reduce invoice processing defects by 50%'. They also identify a potential negative side effect: the new, more rigorous process might increase the average time to process an invoice. What type of metric does this potential increase in processing time represent?
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Correct answer: C
A consequential metric (or secondary metric) is a measure that is monitored to ensure that improvements in the primary metric do not cause unintended negative effects in other parts of the process or system. In this case, the team must track processing time to make sure the solution doesn't create a new problem.
- Question 4Beginner
II. Define Phase · A. Project identification
A project team is using a SIPOC diagram to define the boundaries of a process for fulfilling online orders. The 'Process' steps are defined as: Receive Order, Pick Items, Pack Box, Print Label, Ship Box. Which of the following would be an appropriate 'Input' for this process?
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Correct answer: B
In a SIPOC diagram, 'Inputs' are the materials, information, or resources that are transformed by the process. Packing materials are a key physical input required to execute the 'Pack Box' step. The customer's address is part of the order information, the shipped package is an 'Output', and the shipping carrier is a 'Supplier'.
- Question 5Intermediate
II. Define Phase · B. Voice of the customer (VOC)
A project team is tasked with improving the new employee onboarding experience. To gather detailed qualitative feedback, they decide to conduct interviews. Which of the following actions is a critical step for ensuring the collected customer data is effective and unbiased?
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Correct answer: D
To collect effective and unbiased qualitative data, it's crucial to eliminate vagueness and ambiguity. A structured guide with open-ended questions (e.g., 'Can you describe your experience with the IT setup process?') ensures that all participants are asked the same core questions, providing consistent data while allowing them to elaborate freely without being led to a specific answer.
- Question 6Advanced
II. Define Phase · F. Team dynamics and performance
Case Study
A mid-sized software development company, 'CodeStream,' is facing challenges with its project delivery timelines. The executive sponsor has approved a Six Sigma project to address this. The newly formed project team includes a Green Belt, two senior developers, a quality assurance (QA) lead, and a project manager. During their first meeting, the senior developers dominate the conversation, dismissing ideas from the QA lead. The project manager is focused only on the schedule and seems reluctant to deviate from the existing process. The team is struggling to agree on a clear problem statement for the charter.
This situation describes a team in the 'Storming' stage of development. The team is experiencing negative dynamics that are hindering progress. The sponsor has asked the Green Belt for a plan to get the team back on track and effectively complete the project charter.
Which course of action represents the most effective leadership strategy for the Green Belt to employ at this specific stage?
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Correct answer: C
The 'Storming' stage is characterized by conflict and requires strong facilitation. The most effective approach is to address the root causes of the negative dynamics. Establishing ground rules promotes respectful communication. A RACI (Responsible, Accountable, Consulted, Informed) chart clarifies roles and responsibilities, reducing power struggles. Focusing on data to define the problem shifts the conversation from opinions to facts, helping the team align on the project charter's core elements and move towards the 'Norming' stage.
- Question 7Beginner
II. Define Phase · E. Business results for projects
A Green Belt is calculating the cost of poor quality (COPQ) for a manufacturing line. The costs identified are: warranty claims, product recalls, and customer complaint handling. According to the classic prevention-appraisal-failure (PAF) model, which category of quality costs are these?
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Correct answer: D
External failure costs are incurred when a defective product or service reaches the customer. Warranty claims, product recalls, and complaint handling are all examples of costs that arise after the product has been delivered, making them external failure costs.
- Question 8Beginner
II. Define Phase · C. Project management basics
Which of the following tools is most appropriate for defining the high-level scope of a project and ensuring alignment with stakeholders on process boundaries before a detailed process map is created?
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Correct answer: A
A SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram is a high-level tool used in the Define phase to identify the key elements of a process, including its start and end points. It is excellent for establishing scope and gaining consensus from stakeholders before diving into the complexity of a detailed process map.
- Question 9Intermediate
II. Define Phase · B. Voice of the customer (VOC)
The Kano model is used to translate customer requirements and understand customer satisfaction. It classifies features into different categories. A feature that customers expect and take for granted, and whose absence would cause dissatisfaction, belongs to which category?
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Correct answer: D
Basic or 'Must-be' attributes are features that are expected by the customer. If they are present, they do not cause satisfaction, but if they are absent, they cause significant dissatisfaction. An example would be brakes on a new car; their presence is not exciting, but their absence is unacceptable.
- Question 10Intermediate
II. Define Phase · C. Project management basics
A project charter has been drafted, but the project sponsor notes that the problem statement lacks a crucial element. The statement reads: 'The customer service department is experiencing a high volume of calls, leading to agent burnout.' Which essential component is missing from this problem statement?
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Correct answer: C
A strong problem statement must be quantifiable. It should include baseline data to show the magnitude of the problem (e.g., 'call volume has increased by 40% over the last six months') and the business impact (e.g., 'resulting in a 25% increase in operational costs and a 15% decrease in customer satisfaction scores'). The current statement is vague and lacks measurable data.
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