LSS Black Belt · PeopleCert · Measure · Bank updated 2026-09-22
LSS Black Belt practice questions: Measure
5 free questions from 32 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Measure section of our LSS Black Belt bank (32 questions on this area, which carries 20% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
Free: 6 questions in study mode, no card. All 32 Measure questions and the full LSS Black Belt bank: $15 one-time.
1/5 · Measure · hard
A value stream map of an order-fulfillment process identifies five process steps with touch (process) times of 5, 8, 3, 12, and 2 minutes, for a total value-added time of 30 minutes. The total lead time from order receipt to delivery, including all queues and wait time, is 600 minutes. Using the common Lean guideline that a Process Cycle Efficiency (PCE) below 10% indicates a highly complex process with substantial non-value-added time, what is the PCE and how should it be interpreted?
APCE = 95%; the process is highly efficient because most of the lead time is spent on value-added work
BPCE = 5%; below the 10% guideline, indicating the process has substantial non-value-added time relative to Lean benchmarks
CPCE = 20 minutes; calculated as total lead time divided by the number of process steps (600/5)
DPCE = 100%; all five process steps shown are value-added, so wait time outside those steps is not part of the PCE calculation
2/5 · Measure
In a variable Gage R&R study, ANOVA output reports a Total Gage R&R standard deviation of 1.1 and a Total Variation (process) standard deviation of 5.5. What is the %R&R, and how should the Black Belt interpret it using the common guideline (<10% acceptable, 10–30% marginal, >30% unacceptable)?
A20%; unacceptable regardless of application, since it exceeds 10%
B500%; unacceptable, computed as Total Variation divided by Gage R&R
C20%; marginal — may be acceptable depending on the application, cost of the gage, and importance of the measurement
D6.05%; excellent, well within the acceptable range
3/5 · Measure
A Black Belt is finalizing a data collection plan to gather baseline defect data from a process that runs three shifts with known differences in operator experience and staffing levels. Which sampling approach in the data collection plan is most appropriate to ensure the baseline data is representative and allows shift-to-shift variation to be analyzed?
AConvenience sampling, collecting data only from whichever shift is easiest to access
BStratified random sampling, drawing a proportional random sample from each of the three shifts
CJudgment sampling based on which units the most experienced operator recommends reviewing
DSystematic sampling of every 10th unit produced, but only from the day shift
4/5 · Measure · easy
A Black Belt is opening the Measure phase for a claims-processing improvement project. Before drilling into a detailed, step-by-step process map, the team wants a single-page view of the process boundaries, its major inputs/outputs, and the customers and suppliers involved. Which tool best fits this initial framing step?
AAn FMEA to rank failure modes by risk priority number
BA SIPOC diagram, capturing Suppliers, Inputs, Process, Outputs, and Customers at a high level
CA detailed swimlane process map showing every handoff and decision point
DA cause-and-effect (fishbone) diagram to brainstorm root causes
Answer: B. SIPOC is the standard first tool in Process Definition because it frames a process at a high level — suppliers, inputs, the process itself, outputs, and customers — before any detailed mapping or root-cause work occurs. Detailed process maps, FMEA, and cause-and-effect diagrams all serve later, more granular purposes in Measure and Analyze.
Source: the IASSC Lean Six Sigma Black Belt Body of Knowledge — Measure
5/5 · Measure
A process has a specification width (USL − LSL) of 12 mm and a process standard deviation of 1.5 mm. The process mean is exactly on target, centered between the specification limits. What is the Cp for this process, and what does that value indicate about its potential capability?
ACp = 0.75, obtained by inverting the ratio (6σ ÷ spec width), incorrectly suggesting an incapable process
BCp = 1.33 (12 ÷ (6 × 1.5)); with the process centered, this is generally regarded as meeting the common ≥1.33 benchmark for capability
CCp = 8.0, obtained by dividing spec width by σ alone and omitting the factor of 6
DCp = 2.67, obtained by using 3σ rather than 6σ in the denominator
Answer: B. Cp is calculated as the specification width divided by six times the process standard deviation (6σ), reflecting the process's potential capability if perfectly centered. Here, 12 ÷ (6 × 1.5) = 1.33, which meets the commonly cited ≥1.33 benchmark; the distractors reflect classic formula-application errors such as inverting the ratio or misapplying the sigma multiplier.
Source: the IASSC Lean Six Sigma Black Belt Body of Knowledge — Measure
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