Six Sigma ICGB Exam Dumps & Practice Test Questions

Question 1:

Which Lean manufacturing principle is best illustrated by the use of station warning lights, tool shadow boards, and jidohka mechanisms on the production floor?

A. Pilferage Minimization
B. Visual Factory
C. Management Awareness
D. Operator Attentiveness

Answer: B

Explanation:

In Lean manufacturing, the concept of a Visual Factory plays a pivotal role in streamlining communication, increasing transparency, and enhancing responsiveness on the shop floor. Tools such as station warning lights, tool boards, and jidohka devices are classic examples used to implement this principle effectively.

The Visual Factory approach leverages visual indicators and cues to provide immediate and clear information about the current status of operations, tool availability, safety issues, or equipment malfunctions. This visual communication reduces reliance on verbal instructions or complex reports, empowering all personnel—from operators to supervisors—to assess and act upon situations rapidly.

Station warning lights, often referred to as andon systems, signal abnormalities in real time. For instance, a red light may indicate a machine stoppage or quality issue, prompting immediate attention. This visibility helps prevent minor issues from escalating into major disruptions, supporting proactive management.

Tool boards enhance visibility and organization by displaying tools in designated, labeled spots—often with outlines to indicate missing items. While they incidentally discourage pilferage, their primary value lies in minimizing time spent searching for tools and reducing process variation, which aligns with Lean goals of eliminating waste.

Jidoka, sometimes translated as "automation with a human touch," allows machines or operators to stop a process when an abnormality occurs. This principle builds quality into the process and enables quick corrective action. Visual cues—such as warning lights or screen prompts—support the operator in identifying and addressing issues promptly.

Let’s assess the other options:

• A (Pilferage Minimization): Though tool boards may indirectly prevent tool loss, minimizing pilferage is not their core function in a Lean context.

• C (Management Awareness): These tools do improve visibility, but their primary goal is empowering frontline workers to identify and resolve issues. Management gains awareness as a secondary benefit.

• D (Operator Attentiveness): While these tools engage operators by signaling problems, they serve a broader purpose of process transparency and control, which falls under the Visual Factory principle.

In summary, the combined use of these tools enhances workplace clarity and responsiveness, fundamental aspects of a Visual Factory. Thus, the correct answer is B.

Question 2:

Which Lean principle directly focuses on improving process efficiency through the consistent actions of the operator?

A. Visual Factory
B. Supervising
C. Training
D. Standardizing

Answer: D

Explanation:

The Lean principle that most directly addresses the improvement of efficiency at the process worker level is Standardizing. Standardization is one of the cornerstones of Lean philosophy, aimed at ensuring that work is performed in the most consistent, efficient, and waste-free manner possible.

Standardized work involves documenting the best-known methods for completing a task, and then ensuring that all workers follow those same steps. This eliminates unnecessary variation, which is often a root cause of inefficiencies, quality issues, and wasted effort. By having clear, repeatable processes, Lean organizations ensure that every operator performs tasks using the most effective technique currently available.

Here’s a breakdown of the other options:

• A (Visual Factory): This principle deals with visual tools that make the status of processes immediately obvious. It helps identify abnormalities quickly but does not directly define how work should be done to achieve efficiency.

• B (Supervising): While supervision can help guide workers, it is not a Lean principle. In fact, Lean encourages self-directed teams and minimizes dependence on constant supervision by empowering workers through well-defined processes and tools.

• C (Training): Although training is essential to ensure that workers can perform their tasks properly, it is a supporting activity rather than a core principle for process efficiency. Standardizing often comes first—training is what ensures workers follow the standard correctly.

• D (Standardizing): This is the correct answer. Through the establishment of Standard Operating Procedures (SOPs), Lean practices eliminate ambiguity. Workers no longer need to guess the best way to complete a task, and quality becomes embedded in the process. Standardization also lays the groundwork for continuous improvement (Kaizen). Once a process is standardized, it becomes easier to spot inefficiencies and make targeted improvements.

Standardization doesn't mean inflexibility—it means everyone uses the best-known method, and improvements are applied to the standard so all can benefit. This principle drives reliability, safety, and productivity across the organization.

Therefore, the Lean principle that most directly ensures efficiency by the process worker is D.

Question 3:

Among the five components of the 5S methodology, which one is most heavily reliant on leadership from management to ensure long-term success?

A. Straighten
B. Sort
C. Shine
D. Sustain

Answer: D

Explanation:

The 5S methodology is a foundational tool within Lean and continuous improvement frameworks, focused on creating a clean, efficient, and well-organized workspace. The five stages—Sort, Straighten, Shine, Standardize, and Sustain—are aimed at improving productivity and reducing waste. Each stage has its role, but when it comes to embedding these practices into the company culture, Sustain is the phase that is most driven by management.

Let’s briefly define each stage before understanding why D (Sustain) is the correct answer:

• Sort: Eliminate unnecessary items from the work area to reduce clutter.

• Straighten (Set in Order): Arrange tools and materials so they are easy to find and return.

• Shine: Clean the workspace and equipment regularly to prevent deterioration.

• Standardize: Establish consistent procedures and schedules for the first three steps.

• Sustain: Ensure that the new habits are maintained and improved over time.

While the initial three steps—Sort, Straighten, and Shine—are typically carried out by operational staff, and Standardize is often a shared responsibility between frontline workers and supervisors, the Sustain step uniquely requires persistent and active management involvement.

Sustain is not about one-time execution; it’s about building a lasting culture. Management must lead by example, reinforce adherence to procedures, provide training, evaluate results, and reward consistency. Without strong leadership, organizations often regress after the initial excitement of 5S wears off. Management is responsible for embedding 5S principles into performance metrics, review processes, and onboarding for new staff.

Additionally, it’s management that allocates the time, budget, and personnel necessary to maintain the 5S program. They create accountability by setting expectations, conducting audits, and demonstrating commitment from the top. Sustaining improvement requires more than physical effort—it demands cultural alignment and strategic direction, which only leadership can provide.

In conclusion, while employees execute much of the day-to-day 5S activities, it is Sustain that ultimately determines whether the initiative will endure. This phase is management-driven, as it focuses on long-term discipline, monitoring, and reinforcement. Therefore, the correct answer is D.

Question 4:

In a Visual Factory system, which type of card is commonly used to highlight areas that require tidying or reorganization?

A. Kanban
B. Kaizen
C. Poka-Yoke
D. WhoSai

Answer: A

Explanation:

A Visual Factory relies on visual signals and tools to convey essential information quickly and clearly to everyone in the workspace. It supports real-time communication, helps identify deviations from standard procedures, and enhances operational transparency. One of the most effective tools within a Visual Factory environment is the Kanban card.

A (Kanban) is the correct answer because Kanban is a visual signaling tool used extensively in Lean environments. Originating from Toyota's production system, Kanban cards are designed to trigger action—for example, initiating a task, replenishing supplies, or flagging maintenance. In the context of a Visual Factory, Kanban cards can be used to mark specific areas that require cleaning or organizing. These cards visually indicate a need, prompting timely action without verbal instructions. Workers can instantly recognize when an area needs attention, helping maintain a tidy and efficient workspace.

B (Kaizen) refers to the philosophy of continuous, incremental improvement. While Kaizen encourages employees to identify and act on improvement opportunities, it is more about behavior and mindset than about physical tools. Kaizen itself doesn’t involve cards used for cleaning reminders, so it's not the best fit for this question.

C (Poka-Yoke) is a Lean concept that means "mistake-proofing." It involves designing systems or devices that make it difficult or impossible to make errors. Though very useful for improving quality, Poka-Yoke is not used for signaling cleanliness or organization tasks. It focuses on preventing defects, not identifying areas in need of cleaning.

D (WhoSai) is not a recognized term in Lean manufacturing or Visual Factory systems. It does not correspond to any established methodology or tool and is likely either fictional or a typographical error.

To sum up, Kanban cards are the primary visual tool used in a Visual Factory to indicate when an area needs to be cleaned or organized. These cards help drive timely action and maintain operational standards with minimal communication effort. Therefore, the correct answer is A.

Question 5:

Kanban is most effective when used within a pull-based production system that determines when specific goods or services should be created. Is this statement accurate?

A True
B False

Answer: A

Explanation:

The Kanban method is a visual workflow management tool commonly associated with Lean and Just-In-Time (JIT) systems. It plays a crucial role in controlling production flow and managing work-in-progress by signaling the need to produce or move items only when demand arises. This methodology is best suited for pull-based systems, where work is triggered by actual consumption rather than predicted demand.

In a pull system, production activities are not driven by a master schedule or forecast but instead by real-time requirements from downstream processes. This means each stage in the process only initiates action when a signal—often in the form of a Kanban card—is received from the subsequent stage. These signals serve as visual cues that additional materials or products are needed, ensuring alignment between output and real consumption.

Kanban works particularly well in pull systems because it helps prevent overproduction, one of the seven forms of waste identified in Lean manufacturing. Producing items only as needed minimizes excess inventory, reduces lead times, and enhances responsiveness to customer needs. The use of Kanban cards ensures that production is both demand-driven and self-regulating, providing a simple yet effective way to align supply with demand.

Kanban cards or boards typically include information such as part numbers, quantities, and location details. These tools enable teams to see where items are in the workflow and whether action is needed. When a bin becomes empty or a task is complete, the Kanban signal is sent to the preceding process step, prompting replenishment or new production.

While Kanban could theoretically be used in a push system, it would lose its key advantages. Push systems rely on predetermined schedules that do not always reflect real-time usage, which can lead to inefficiencies like overproduction or bottlenecks. Kanban's strengths lie in limiting WIP, enhancing visibility, and ensuring that resources are allocated efficiently based on true demand.

Therefore, the statement is accurate. Kanban is designed to thrive within pull systems, helping organizations deliver only what is needed, when it is needed, and in the right quantity. This makes the correct answer A.

Question 6:

When a process improvement specialist (Belt) uses the concept of Poka-Yoke to solve a project issue, what is she primarily aiming to achieve within the activity?

A Well documented
B Removed from the line
C Mistake proofed
D Highly visible

Answer: C

Explanation:

Poka-Yoke, a Japanese term meaning “mistake-proofing,” is a foundational concept in Lean Six Sigma and quality management. The principle behind Poka-Yoke is simple but powerful: design processes or incorporate mechanisms in a way that prevents errors from occurring, or makes them immediately noticeable if they do.

When a Belt applies Poka-Yoke to a project challenge, she is focusing on eliminating the possibility of human error in repetitive or critical tasks. This can be achieved through various means such as mechanical devices, visual cues, sensors, interlocks, or software rules that make incorrect actions either impossible or immediately evident. The end goal is not just to reduce defects but to eliminate the opportunity for mistakes entirely.

Looking at the answer choices:

A, well documented, refers to the act of writing or recording procedures. While documentation is helpful for training and standardization, it doesn't prevent errors. Poka-Yoke goes beyond documentation by modifying how tasks are physically or digitally executed.

B, removed from the line, implies eliminating an activity from the production line. Though this could sometimes reduce risk, Poka-Yoke doesn't aim to eliminate activities but to make them error-resistant. It focuses on retaining valuable steps in the process while making them foolproof.

C, mistake proofed, is the essence of Poka-Yoke. The goal is to create a process that is self-correcting or immune to incorrect execution. Examples include jigs that ensure parts are installed only in the correct orientation, software that flags invalid data inputs, or assembly systems that halt if a part is missing. These interventions help prevent errors before they can affect quality or customer satisfaction.

D, highly visible, refers to increasing transparency or visibility in a process—something more aligned with visual management than with error-proofing. While Poka-Yoke solutions may be visible, their purpose is not visibility itself but prevention.

In conclusion, Poka-Yoke is all about making processes resilient to human mistakes. By proactively identifying error-prone steps and designing preventive measures, a Belt ensures reliability and consistency in outputs. Thus, the most accurate objective of applying Poka-Yoke is to make the activity mistake proofed, making the correct answer C.

Question 7:

In the 5S Lean methodology, which principle focuses on keeping frequently used items within easy reach while placing less frequently used items in less accessible areas?

A. Shining
B. Standardizing
C. Sustaining
D. Sorting

Answer: D

Explanation:

The 5S methodology is a key component of Lean manufacturing and continuous improvement initiatives. Its goal is to establish a clean, organized, and efficient workplace. The name “5S” comes from five Japanese words that begin with the letter “S,” which translate into English as: Sort, Set in order, Shine, Standardize, and Sustain.

Each of these steps serves a unique function in helping create an optimal work environment. The specific principle being asked about in this question concerns the organization of tools and materials based on how frequently they are used—a fundamental aspect of maintaining efficiency and reducing wasted motion.

Let’s explore each option and determine which principle addresses this need:

A. Shining refers to keeping the work environment clean and maintaining all tools and machinery. It promotes safety, longevity of equipment, and cleanliness but does not address item organization based on usage frequency.

B. Standardizing is the fourth S and involves creating consistent procedures to maintain the practices introduced in the earlier steps. This might include visual controls, schedules, or documentation. While important for sustainability, standardizing doesn’t involve sorting or accessibility prioritization.

C. Sustaining is the final step of 5S, focusing on developing the discipline to continue following the 5S practices over time. It emphasizes building habits and maintaining consistency, but it is not about the initial organization or placement of items.

D. Sorting, the first step, is all about eliminating clutter and organizing items so that only what is needed remains. It includes categorizing tools and materials based on how often they are used. Items used daily should be kept nearby; those used infrequently should be stored elsewhere. This improves workplace efficiency, reduces wasted time searching for items, and enhances overall productivity.

In conclusion, the principle that directly addresses organizing items based on their frequency of use is Sorting. This step lays the foundation for all other 5S actions and significantly contributes to creating a functional and productive workspace.

Question 8:

When applying Statistical Process Control (SPC), it is generally more beneficial to monitor the process outputs rather than the inputs. Is this statement accurate?

A. True
B. False

Answer: A

Explanation:

Statistical Process Control (SPC) is a quality management technique used to ensure processes operate efficiently by detecting and controlling variability. It uses statistical tools—primarily control charts—to monitor process behavior and help maintain consistent output quality.

When implementing SPC, a critical decision must be made: whether to apply it to inputs (the materials, settings, or variables that go into the process) or to outputs (the final product or service results). While both have value, focusing on outputs is generally regarded as more effective for several practical reasons.

Monitoring inputs allows organizations to track variables such as raw material quality, equipment calibration, or environmental factors. This can be useful for identifying upstream problems before they impact the final product. However, input variations don’t always result in defective outputs—especially in robust processes that can tolerate some input variability.

On the other hand, monitoring the outputs enables direct measurement of what actually matters to customers—product quality, performance, and consistency. Since outputs reflect the cumulative result of all inputs and process steps, they provide a more accurate picture of the process's effectiveness. Control charts for outputs allow organizations to detect trends, shifts, or abnormalities that affect customer satisfaction.

There are additional reasons why SPC on outputs is typically preferred:

• Immediate feedback: Output monitoring quickly reveals whether a product meets specifications.

• Greater relevance: It ties directly to business goals and customer requirements.

• Simplified control: Fewer measurements are usually needed compared to monitoring multiple inputs.

• Error correction: Detecting deviations in outputs enables rapid corrective action to reduce waste and defects.

That said, a combined approach may sometimes be necessary, particularly in highly regulated or complex processes. Input SPC can serve as a preventive layer, but it is the output that ultimately defines process capability and product quality.

In summary, while monitoring inputs has its advantages, focusing SPC efforts on outputs tends to yield greater control over quality, customer satisfaction, and overall process performance. This makes the statement true.

Question 9:

Which two terms are commonly used in Statistical Process Control (SPC) to categorize the causes of significant variation in process performance?

A. Common
B. Random
C. Uneducated
D. Special
E. Vital

Correct answers: A, D

Explanation:

In Statistical Process Control (SPC), understanding the causes of variation in process performance is essential for improving quality and maintaining control. Two standard classifications used to describe process variation are common causes and special causes. These categories help practitioners determine whether a process is stable or in need of corrective action.

Common causes are those sources of variation that are naturally built into a process. These causes are always present and stem from consistent, predictable factors such as machine calibration, environmental influences, material properties, and other systemic elements. Since these variations are inherent in the system, they usually affect all outputs uniformly and are expected in a process that is in statistical control. Reducing common cause variation requires a fundamental change to the process itself, often involving engineering improvements or redesigning how the process is performed.

On the other hand, special causes are unusual, assignable events that are not part of the process's normal operation. These include events like equipment malfunctions, operator mistakes, raw material defects, or sudden environmental changes. Special causes signal that the process is out of control and requires immediate attention. Because they are unexpected and identifiable, they can often be addressed and eliminated once their root cause is discovered.

While the term "random" may loosely describe unpredictability, it is not a formal classification in SPC. Instead, randomness is absorbed into the broader definitions of common or special causes, depending on whether the variation is inherent or unusual.

Options like "uneducated" and "vital" are not technical terms used in SPC to categorize variation. "Uneducated" implies a lack of knowledge, which may contribute to variation, but it is not a recognized SPC term. "Vital" may relate to importance but is not associated with classifying variation types.

Therefore, the correct SPC terminologies used to classify causes of variation are A (Common) and D (Special).

Question 10:

What is considered one of the most effective ways to prevent defects during the Control phase of a Six Sigma project?

A. Train personnel often and thoroughly
B. Keep a Six Sigma project going on the process at all times
C. Design defect prevention into the product
D. Have each process consist of no more than five steps

Correct answer: C

Explanation:

In the Control phase of the DMAIC methodology (Define, Measure, Analyze, Improve, Control), the objective is to maintain the gains achieved during the project and prevent the recurrence of problems. One of the most impactful strategies for long-term defect elimination is embedding preventive measures into the product or process design itself.

Designing defect prevention into the product—also known as Design for Six Sigma (DFSS)—means considering potential failure modes and quality issues before they arise. This approach addresses the root causes of defects during the design phase rather than reacting to them after they occur. It is a proactive rather than reactive quality assurance method, which results in higher reliability, lower rework rates, and overall better customer satisfaction.

Let’s examine the alternatives:

A. Training personnel is important, especially for sustaining improvements, but training alone does not address the inherent causes of defects. While it improves awareness and skills, it cannot compensate for flaws embedded in product or process design.

B. Keeping a Six Sigma project active indefinitely is not practical. Six Sigma projects are meant to be time-bound efforts with clearly defined goals. The Control phase is about ensuring stability, not continually running improvement cycles unless new problems emerge.

D. Limiting a process to five steps is arbitrary and has no direct bearing on defect prevention. Simplifying a process can be beneficial in some cases, but the complexity of a process should reflect what’s necessary to achieve quality results, not be based on an arbitrary step count.

By contrast, C. Designing defect prevention into the product directly influences how consistently a product meets specifications. Techniques such as Failure Mode and Effects Analysis (FMEA), poka-yoke (error-proofing), and robust design principles are often used to embed quality at the source.

Therefore, the best and most sustainable way to eliminate defects is to build in quality from the beginning—making C the correct answer.