LSSGB Practice Test

LSSGB practice test: what's covered

• Lean Six Sigma
• DMAIC
• Statistics
• Control Charts
• Hypothesis Testing
• Lean

Free LSSGB sample questions

1. A Green Belt is drafting the project charter for a billing-defect reduction effort. The sponsor keeps adding new objectives mid-project, and the timeline keeps slipping. Which element of the charter is the BEST tool to bring this under control?

   • A. A clearly documented problem statement and project scope with defined in-scope and out-of-scope boundaries
   • B. A larger team with more subject-matter experts assigned to the project
   • C. A more aggressive financial-savings target to motivate the team
   • D. A detailed control plan handed off to the process owner
   Show answer

   Correct: A. Scope creep is controlled by an explicit, agreed scope statement in the charter that names what is in and out of bounds, so new requests are evaluated against it. Adding people (B) is the classic misconception — it does not stop creep and often slows things (Brooks' law). A bigger savings target (C) is a goal, not a boundary. A control plan (D) belongs in the Control phase, after the solution exists.

2. During Define, a Green Belt interviews customers and captures statements like "I never know when my order will arrive." This is an example of the Voice of the Customer. What is the correct NEXT step to make it usable for the project?

   • A. Translate the VOC statement into a measurable Critical-to-Quality (CTQ) requirement
   • B. Record it directly as the project's primary metric without modification
   • C. Discard it because it is a feeling rather than a fact
   • D. Use it unchanged as the operational definition for data collection
   Show answer

   Correct: A. Raw VOC is qualitative and must be translated into specific, measurable CTQs (e.g., order-status accuracy within +/- 1 day) before it can drive measurement. Using the raw statement as the metric (B) or operational definition (D) skips the translation and leaves it unmeasurable. Discarding it (C) ignores valid customer needs.

3. A team builds a SIPOC for an order-fulfillment process. A member wants to add a 14-page step-by-step process map into the SIPOC. What is the BEST guidance for the level of detail in a SIPOC?

   • A. Keep the Process column to roughly 4-7 high-level steps; detailed mapping comes later
   • B. Include every sub-step so the SIPOC fully replaces a detailed process map
   • C. List only the suppliers and customers and leave the process steps blank
   • D. Add all control limits and capability indices for each step
   Show answer

   Correct: A. A SIPOC is a high-level scoping tool that frames Suppliers-Inputs-Process-Outputs-Customers in about 4-7 macro steps. Forcing full detail (B) defeats its purpose and duplicates detailed mapping done in Measure. Omitting the process (C) breaks the tool, and capability data (D) is a Measure-phase output, not a SIPOC field.

4. A Green Belt classifies project stakeholders. The plant manager controls the budget and can halt the project, but is currently only mildly interested. On a power/interest grid, how should this stakeholder be managed?

   • A. Keep satisfied — high power, lower interest, so manage closely without overwhelming with detail
   • B. Monitor only — low priority because interest is currently low
   • C. Manage closely as the single most engaged champion of the project
   • D. Keep informed with frequent detailed reports to raise their interest
   Show answer

   Correct: A. High power + low interest sits in the "keep satisfied" quadrant: their authority can make or break the project, so they must be kept content, but they do not want day-to-day detail. Treating them as "monitor only" (B) ignores their power — the trap of equating low interest with low importance. They are not the active champion (C), and flooding them with reports (D) risks alienating a busy executive.

5. Using the Kano model, a hotel guest expects clean sheets — its presence causes no delight but its absence causes strong dissatisfaction. How is this requirement classified, and what does it imply for the project?

   • A. Basic (must-be) need — it must be satisfied just to avoid dissatisfaction, but adding more of it will not increase delight
   • B. Delighter (excitement) need — investing here yields the highest jump in customer satisfaction
   • C. Performance (one-dimensional) need — satisfaction rises linearly with how much is delivered
   • D. Indifferent need — it has no measurable effect on satisfaction either way
   Show answer

   Correct: A. Must-be (basic) needs are taken for granted; meeting them only prevents dissatisfaction and over-delivering adds no delight. The common trap is calling clean sheets a delighter (B) — delighters are unexpected extras. Performance needs (C) scale linearly with delivery, and indifferent needs (D) move satisfaction neither way.

Last updated: 2026-10-19

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