PPM means parts per million and is calculated as defectives divided by total units, multiplied by 1,000,000.
Since there is one opportunity per unit, the PPM calculation can be applied directly from the table values.
For January:
Facility X = 152 / 15,200 × 1,000,000 = 10,000 PPM
Facility Y = 123 / 12,500 × 1,000,000 = 9,840 PPM
Lower PPM indicates better quality performance, so Facility Y performed better in January.
For February:
Facility X = 161 / 17,000 × 1,000,000 # 9,471 PPM
Facility Y = 141 / 14,000 × 1,000,000 # 10,071 PPM
Again, lower PPM is better, so Facility X performed better in February.
This is a standard Measure Phase and process-performance comparison exercise because Black Belts often normalize defect data into PPM to compare sites with different production volumes. Raw defect counts alone can mislead, but PPM creates a fair basis for comparison. Therefore, the correct answer is D: January, Facility Y; February, Facility X.

An andon board is a visual control device used to alert leaders and team members that there is a problem requiring attention in the work area. In Lean Six Sigma environments, andon systems provide immediate visibility of abnormal conditions such as machine stoppages, quality issues, material shortages, or workflow interruptions. This supports rapid response, containment, and restoration of normal process conditions. The value of the andon board in the Control Phase is that it makes process status visible in real time, helping teams sustain improvements and react quickly when the process begins to drift or fail. Heijunka refers to production leveling, kaizen refers to continuous improvement, and jidoka refers to built-in quality and autonomation, often involving stopping the process when an abnormality occurs. While jidoka is related conceptually, the specific technique that visibly alerts the leader or team leader is the andon board. Therefore, the correct answer is C, because it is the standard visual signaling method used to notify leadership that a problem exists somewhere in the area.

The correct answer is C. Self-directed . In the CSSBB team-management material, self-directed teams are described as teams that operate with minimal day-to-day direction from management and are given the maximum latitude possible for achieving their objectives. The team-application summary also notes that self- directed teams may be given objectives or may even develop their own , which further supports the idea that these teams have unusual autonomy compared with other team types.
This level of autonomy is what makes self-directed teams the best fit for responsibilities such as making their own decisions, shaping how recognition is handled, and helping determine membership. Virtual teams are defined mainly by geographic or organizational separation, not by autonomous governance. Cross-functional teams are built from representatives of multiple areas and are selected for expertise, but they are not primarily defined by self-management. Process improvement teams focus on solving process issues and usually work within a more structured project framework. Therefore, the CSSBB-consistent answer is self-directed team , because it is the type most clearly associated with broad operating freedom and internal decision-making authority.

The best answer is D. ensures the team will work to meet expectations . The CSSBB source defines a project charter as a written document that defines the team's mission, scope, objectives, time frames, and consequences. It also states that identifying these details in written form provides a constant and consistent target for the team . The charter's listed advantages include eliminating confusion, defining boundaries, identifying deliverables, and providing a basis for team goal setting.
That means the charter's primary benefit is to align the team around what is expected so they can work toward those defined expectations. It does not guarantee stakeholder support, nor does it provide all project management tools. It also does not ensure that team members already understand root causes, since root-cause analysis comes later. While option D is not stated word-for-word in the source, it is the closest interpretation of the charter's function as a consistent target and expectation-setting document. Therefore, the verified best answer is D .

The correct answer is A. Publish an agenda . The CSSBB meeting-management material emphasizes that well-functioning teams establish an agenda and use it to create clarity about goals and content. Supporting facilitator guidance in the Lean Six Sigma materials states even more directly that the agenda is used by the facilitator to direct the flow of the meeting , make sure the meeting stays on track , ensure the goals of the meeting are achieved, and prevent time from being wasted.
A flip chart may help capture information, but it does not by itself control the schedule or focus. A project charter keeps the team aligned with the overall mission and scope, but it is broader than the structure needed for a single meeting. Brainstorming is a technique for idea generation and can actually consume time unless it is guided by a clear agenda. Because the question asks which tool would keep meetings focused and on schedule, the agenda is the most direct and effective answer. Therefore, the CSSBB-consistent choice is A.
Publish an agenda .