Home » Business Analysis Training » Six Sigma Black Belt CSSBB

ASQ Six Sigma Black Belt CSSBB

The Top Level Certification in quality management processes and tools for Professionals and Leaders.

Course Contents:

Stage 1: Six Sigma and the Corporate Enterprise

Stage 2: Leadership in Six Sigma

Stage 3: Organisational Goals and Objectives

Stage 4: History of Organisational Improvement and the Foundations of Six Sigma

Stage 5: Overview of Business Process Management

Stage 6: The Importance of Metrics to Six Sigma

Stage 7: Define the Six Sigma Opportunity

Stage 8: The Six Sigma Project Charter and Plan

Stage 9: Six Sigma Team Leadership

Stage 10: Six Sigma Team Dynamics and Performance

Stage 11: The Six Sigma Change Agent

Stage 12: Six Sigma Management and Planning Tools

Stage 13: Six Sigma and The Voice of the Customer

Stage 14: Six Sigma and Critical Customer Requirements

Stage 15: Defining and Mapping The Six Sigma Process

Stage 16: Scoping the Six Sigma Project

Stage 17: Process Analysis and Documentation

Stage 18: Probability and Statistics

Stage 19: Collecting and Summarising Data

Stage 20: Properties and Applications of Probability Distributions

Stage 21: Measurement Systems

Stage 22: Analysing Process Capability

Stage 23: Calculating Process Capability

Stage 24: Design of Experiments (DOE)

Stage 25: Design and Analysis

Stage 26: Taguchi and Quality Improvement

Stage 27: Experimenting for Process Improvement

Stage 28: Six Sigma - Statistical Process Control

Stage 29: Control Charts and The Pre-control Process

Stage 30: Six Sigma - Lean Tools for Control

Stage 31: Six Sigma - Measurement System Re-analysis

Stage 32: Exploratory Data Analysis

Stage 33: Hypothesis Testing

Stage 34: Common Tests

Stage 35: Variance, Contingency Tables, and Nonparametric Tests

Stage 36: Lean Concepts

Stage 37: Non-value added Steps and Tasks

Stage 38: Lean Tools

Stage 39: Total Productive Maintenance (TPM)

Stage 40: Quality Function Deployment (QFD)

Stage 41: Robust Design and Process

Stage 42: Failure Mode and Effect Analysis

Stage 43: Design for X (DFX)

Stage 44: Special Design Tools

Course Code:

SIXB-2

Course Duration:

12 months

Typical Study Hours:

110 - 120 hours

Course Fees:

See our Fee Guide

Course Demo:

Request an online Course Demo

Study Prerequisite:

Candidates must have completed two projects with signed affidavits or one completed project with signed affidavit plus three years of work experience in one or more areas of the Six Sigma Body of Knowledge.

Additional Information for Stage 1:

• Six Sigma and the Corporate Enterprise

  • The Value of Six Sigma
    • Identify the benefits of understanding the business methodology of Six Sigma.
    • Identify key issues in the development and application of Six Sigma.
    • Determine which strategies for Six Sigma should be implemented, and provide justification.
    • Recognise key concepts related to the Six Sigma metric.
    • Determine whether phases in the DMAIC problem-solving approach and tollgate process have been completed
    Business Systems and Processes
    • Identify the importance of distinguishing interrelationships between business systems and processes.
    • Determine when to apply process improvement, process design/redesign/reengineering, and process management.
    • Select examples of procedures for using Six Sigma to create a framework for business process management.
    • Determine the Six Sigma application that has been used in a service, health care, or manufacturing environment.

^top

Additional information for Stage 2:

• Leadership in Six Sigma

  • Enterprise Leadership in Six Sigma
    • Identify the benefits of strategic planning and leadership in the deployment of Six Sigma.
    • Determine which step of assessing organisational culture and readiness for Six Sigma has been completed.
    • Determine whether a manager has successfully fulfilled responsibilities in the early stages of Six Sigma, in a given scenario.
    • Match the roles within a Six Sigma organizational structure to their functions.
    • Match roles to appropriate examples of typical responsibilities within a Six Sigma organisational structure.
    • Determine whether the elements of managing change under Six Sigma are present in a given situation.
  • Six Sigma Roles and Responsibilities
    • Select the benefits associated with diverse roles and responsibilities of Six Sigma participants.
    • Determine which Six Sigma project roles are being performed in a given scenario.
    • Determine which roles of a black belt are being performed in a satisfactory manner when presented with an example.
    • Identify examples of the three types of training that belong in every Six Sigma training curriculum.

^top

Additional information for Stage 3:

• Organisational Goals and Objectives

  • Linking Projects to Organisational Goals
    • Recognise the benefits of linking projects to organisational goals.
    • Identify concepts within Six Sigma that focus on project essentials.
    • Identify the steps to properly scope projects.
    • Identify the factors that address customers needs.
    • Match the processes for choosing projects with bottom line benefits to examples.
    • Match the sources for identifying projects that qualify for Six Sigma to examples.
    • Select the criteria for Six Sigma project selection.
  • Risk Analysis
    • Select the benefits of performing a strategic risk analysis.
    • Match elements of the strategic risk analysis process to examples.
    • Identify the common pitfalls of scenario planning.
  • Tollgate Assessment
    • Identify the benefits of performing a Tollgate assessment.
    • Match the stages of the Tollgate assessment management system to examples.
    • Identify examples of variables that align an improvement project to a management system.

^top

Additional information for Stage 4:

• History of Organisational Improvement and the Foundations of Six Sigma

  • Types of Quality Initiatives
    • Recognise the importance of understanding differences between TQM/continuous improvement and Six Sigma.
    • Select the key elements of Total Quality Management.
    • Select the key ideas of continuous improvement.
    • Distinguish examples of principles underlying TQM from examples of principles underlying Six Sigma.
  • Continuous Improvement Tools
    • Recognise the importance of knowing continuous improvement tools.
    • Select descriptions of Shewharts contributions to quality control as they relate to Six Sigma.
    • Select examples of key principles in Demings 14 Points for Management that relate to Six Sigma in a workplace scenario.
    • Distinguish whether a given workplace scenario illustrates a chronic or sporadic problem-solving method.
    • Select the elements of a problem statement.
    • Select examples of steps associated with identifying possible causes.
    • Match Taguchis three methods to descriptions.

^top

Additional information for Stage 5:

• Overview of Business Process Management

  • Fundamentals of Processes
    • Recognise the benefits associated with using Six Sigma as a process management tool.
    • Match the two types of inputs with examples.
    • Match types of functions to examples.
    • Determine whether examples of variables are Key Process Output Variables (KPOV) or Critical to Quality (CTQ).
    • Determine which elements of a manufacturing process have been correctly identified in a given scenario.
    • Identify the missing role from a fictitious Six Sigma project.
    • Classify processes according to their types.
  • The Elements of Process Management
  • Recognise the benefits associated with linking business processes to customer needs.
  • Select the best course of action to successfully align business processes with customer needs in a given scenario.
  • Determine which organizational needs for attaining strategic improvement have been fulfilled effectively in a given example.
  • Determine which metrics have the appropriate characteristics for use on a Six Sigma project.

^top

Additional information for Stage 6:

• The Importance of Metrics to Six Sigma

  • Using Performance Metrics
    • Recognise the benefits of using key Six Sigma performance metrics.
    • Determine the Defect per Unit rate for a given data set.
    • Calculate the Rolled Throughput Yield for a given data set.
    • Determine the Defects per Million Opportunities rate (DPMO) for a given data set.
  • Process Capability and Control
    • Recognise the benefits of using key Six Sigma process improvement metrics.
    • Apply Process Control and Process Capability analysis to quantify the capability of a process to meet specifications in a given scenario.
    • Match the steps of a Benchmarking process to examples.
    • Calculate Net Present Value (NPV) and Return on Investment (ROI) for a given data set.

^top

Additional information for Stage 7:

• Define the Six Sigma Opportunity

  • Identifying the Improvement Opportunity
    • •Choose the benefits of knowing how to identify an improvement opportunity for a Six Sigma project.
    • Choose examples of the steps for establishing a Six Sigma improvement opportunity.
    • Match customer categories with examples of each.
    • Match methods for capturing the voice of the customer with examples.
    • Match the Kano Model categories with examples of each.
    • Determine the appropriate Kano Model category on which to focus customer improvement efforts for a given business scenario.
  • Developing Financial Metrics
    • Identify the benefits of using financial metrics in Six Sigma projects.
    • Identify cost-benefit categories that should be considered before launching a Six Sigma improvement project.
    • Choose the example that correctly indicates the given metrics calculation model.
    • Match kinds of poor quality costs with their examples.
    • Apply the steps for determining COPQ in a given business scenario.

^top

Additional information for Stage 8:

• The Six Sigma Project Charter and Plan

  • Six Sigma Project Charter Elements
    • Identify the benefits of a Six Sigma project charter.
    • Match elements of a Six Sigma project charter with examples.
    • Determine which of the SMART criteria are being met by project goals.
  • Planning Tools and Project Documentation
    • Identify the benefits of understanding project planning tools and project documentation.
    • Match types of planning charts used to plan Six Sigma projects with examples.
    • Match each project management process with a corresponding example.
    • Identify project management challenges.
    • Identify descriptions of the rules to be followed in using accurate data to drive Six Sigma excellence.

^top

Additional information for Stage 9:

• Six Sigma Team Leadership

  • Team Selection and Initiation
    • Recognise the importance of selecting and initiating effective teams.
    • Match characteristics of effective Six Sigma team members to corresponding examples.
    • Match team member roles with descriptions of their responsibilities.
    • Identify roles based on examples of the responsibilities of the team members for a given team.
    • Match actions taken to initiate effective teamwork with examples.
  • Building an Effective Team
    • Recognise the importance of building effective teams.
    • Match the stages of team development with descriptions.
    • Determine what stage of team development has been reached for a given team.
    • Facilitate teamwork in a given situation.
    • Empower team members in a given situation.

^top

Additional information for Stage 10:

• Six Sigma Team Dynamics and Performance

  • Team Dynamics
    • Identify the benefits a Six Sigma team can reap from understanding team dynamics.
    • Match Six Sigma team roles with examples.
      •Match Six Sigma team member interaction styles with examples.
    • Choose the example that resolves a people problem.
    • Match team problems with the appropriate method to avoid them.
  • Team Meetings
    • Identify the benefits of understanding team meeting dynamics.
    • Identify examples of factors that should be determined at the first team meeting.
    • Sequence examples of the steps used in creating an affinity diagram.
    • Apply the steps used in creating an affinity diagram in a given business scenario.
    • Determine if a Six Sigma team used the multi-voting method correctly.

^top

Additional information for Stage 11:

• The Six Sigma Change Agent

  • Six Sigma Change Management
    • Identify the benefits of understanding Six Sigma change management.
    • Match the roles of the Six Sigma change agent with corresponding descriptions.
    • Match the responsibilities of a Six Sigma change agent to examples.
    • Match the elements of building a change management process with descriptions.
    • Match the elements of building a change management process with examples.
    • Match the stages of change implementation with definitions.
    • Match the stages of change implementation with examples.
    • Match the components of a successful communications strategy to their descriptions.
    • Match components of a successful communications strategy with examples.
  • Understanding Resistance to Change
    • Identify the benefits of understanding resistance to change.
    • Classify examples of the types of resistance to change.
    • Match methods of overcoming resistance to change with examples.
    • Match the elements of a culture of change with examples.

^top

Additional information for Stage 12:

• Six Sigma Management and Planning Tools

  • Diagrams
    • Recognise the advantages of using management and planning diagrams in the workplace.
    • Sequence the steps for creating an affinity diagram.
    • Identify examples of situations when the affinity diagram is most useful.
    • Determine the root causes and root effects on an interrelationship digraph.
    • Recognise logical connections within a given tree diagram.
    • Interpret an activity network diagram.
  • Matrices and Process Charts
    • Recognise the advantages of using management and planning matrices and charts.
    • Identify components of a cause-and-effect matrix.
    • Interpret a prioritisation matrix.
    • Sequence examples of the steps in completing a process decision program chart

^top

Additional information for Stage 13:

• Six Sigma and The Voice of the Customer

  • Identifying the Customer
    • Recognise the benefits of knowing how to identify customers for a Six Sigma project.
    • Determine if a Six Sigma team has implemented an effective voice of the customer strategy and indicate why or why not.
    • Match internal and external customer categories with examples.
    • Classify examples of hidden customers being discussed in a given business scenario.
    • Identify questions that a Six Sigma team must consider when identifying stakeholders.
    • Sequence examples of the steps used to segment customers.
    • Select examples of the steps for segmenting customers in a given business scenario.
  • Collecting Customer Data
    • Recognise the benefits of knowing how to collect customer data for a Six Sigma project.
    • Match reactive customer data sources that are used to capture the voice of the customer with examples.
    • Match proactive data gathering methods that are used to capture the voice of the customer with examples.

^top

Additional information for Stage 14:

• Six Sigma and Critical Customer Requirements

  • Understanding the Voice of the Customer
    • Identify the benefits of understanding the voice of the customer.
    • Match elements of going to the Gemba with examples.
    • Match the Kano model categories with examples.
    • Determine the appropriate Kano Model category on which to focus customer improvement efforts for a given business scenario.
  • The House of Quality
    • Identify the benefits of using the House of Quality.
    • Match HOQ components with examples of their content.
    • Select examples of HOQ interpretational elements.

^top

Additional information for Stage 15:

• Defining and Mapping The Six Sigma Process

  • SIPOC and the High-level Process View
    • Identify the benefits of using a SIPOC diagram.
    • Match components of a SIPOC diagram to examples in a given scenario.
    • Apply the proper steps for creating a SIPOC diagram for a hypothetical business scenario.
  • Process Mapping Techniques
    • Recognise the benefits of creating a detailed process map.
    • Match each type of map to a situation where it should be used.
    • Match common flowcharting symbols to their functions.
    • Sequence examples of the steps for creating a top-down map for a hypothetical business scenario.
    • Interpret a functional deployment map.
    • Identify attributes of a good process.
    • Examine a process map to identify trouble spots in the process.

^top

Additional information for Stage 16:

• Scoping the Six Sigma Project

  • Selecting and Scoping Projects
    • Select the benefits of reviewing project selection and scope before initiating a Six Sigma project.
    • Match criteria for selecting appropriate Six Sigma projects with examples.
    • Match potential project scope pitfalls with examples.
    • Match mistakes associated with selecting processes for improvement with examples.
    • Match the steps for selecting the right processes with examples.
    • Apply the steps for selecting the right processes to improve in a given scenario.
  • Solving the Problem
    • Identify the benefits of solving problems methodically for Six Sigma projects.
    • Match the steps for defining a problem with examples.
    • Match requirements for an effective problem statement with examples.
    • Determine the best problem statement for a Six Sigma project in a given scenario.
    • Match descriptions of Six Sigma tools that can help establish project baseline and bottom line benefits with their appropriate visual examples.
    • Match metric and goal characteristics with examples.

^top

Additional information for Stage 17:

• Process Analysis and Documentation

  • Measurement Tools
    • Identify the benefits of understanding the Measure phase.
    • Identify the principle of measurement illustrated by a given scenario.
    • Match steps in a process analysis with examples.
    • Identify symbols used in flowcharting.
    • Sequence steps in creating a flowchart.
    • Determine whether an activity flowchart or a deployment flowchart is appropriate for a series of given scenarios.
    • Identify two important characteristics of documentation.
    • Match the components of the documentation hierarchy with examples.
  • Process Inputs and Outputs
    • Identify the benefits of eliminating variation in inputs and outputs.
    • Identify the components of the effect on a cause and effect diagram.
    • Categorise examples of ideas generated in a brainstorming session.
    • Identify examples of steps that should be used to identify possible causes for a cause and effect diagram.
    • Match constant, noise, and experimental variables with examples.
    • Calculate prioritisation scores for individual causes, given a cause and effect matrix, correlation weights, and rankings.
    • Match techniques for changing noise to constants with examples.
    • Match components of the GRPI model with descriptions.
    • Determine which GRPI component is involved based on a given situation.

^top

Additional information for Stage 18:

• Probability and Statistics

  • Drawing Valid Statistical Conclusions
    • Recognise the value of drawing valid statistical conclusions.
    • Match descriptive statistics, inferential statistics, and process thinking to examples.
    • Identify the categories used to organize data for data stratification.
    • Match examples of the steps for creating a measurement assessment tree.
    • Differentiate between examples of continuous and discrete data.
    • Select an appropriate conversion of a continuous measure into a discrete measure in a given workplace scenario.
    • Determine the population parameter for a given data set.
  • The Central Limit Theorem, Confidence Intervals, and Probability
    • Recognise the benefit of understanding the central limit theorem, confidence intervals, and the uses of probability.
    • Recognise examples of the steps for using the Central Limit Theorem in a given scenario.
    • Determine the confidence interval for a given data set.
    • Use rules of probability to solve a hypothetical workplace scenario.

^top

Additional information for Stage 19:

• Collecting and Summarising Data

  • Data Collection
    • Recognise the benefits of collecting data in the Measure phase.
    • Identify examples of critical steps in data collection planning.
    • Identify examples of stratification factors.
    • Choose examples of good operational definitions.
    • Associate the terms population sampling and process sampling with examples.
    • Match sampling techniques with examples.
    • Match sampling concepts with definitions.
    • Identify the rules for creating a data-collection check sheet.
    • Choose the appropriate check sheet to use for a given situation.
  • Failure Mode and Effects Analysis (FMEA)
    • Identify the benefits of conducting a Failure Mode and Effects Analysis (FMEA).
    • Identify examples of the steps taken to prepare for conducting a Failure Mode and Effects Analysis (FMEA).
    • Sequence examples of the steps in conducting a Failure Mode and Effects Analysis (FMEA).
    • Identify examples of steps used to follow up on a Failure Mode and Effects Analysis (FMEA).

^top

Additional information for Stage 20:

• Properties and Applications of Probability Distributions

  • Properties of Probability Distributions
    • Recognise the benefits of using probability distributions.
    • Distinguish between examples of discrete and continuous distributions.
    • Match graphic examples of normal and nonnormal distribution.
    • Match nonnormal distributions to examples.
  • Applying the Students T-test and F-Distribution
    • Recognise the benefits of using the Students T-test and F-Distribution.
    • Find the correct answer for a one-sample T-test in a given workplace scenario.
    • Identify the correct description of degrees of freedom numerator and degrees of freedom denominator.
    • Find the correct F-value in a hypothetical workplace scenario.

^top

Additional information for Stage 21:

• Measurement Systems

  • Metrology, Measurement Tools, and Measurement Systems
    • Recognise the benefits of understanding measurement system concepts.
    • Match selected metrology concepts to examples.
    • Associate measurement tools with examples of how they are used.
    • Distinguish between accuracy and precision.
    • Match common properties of measurement systems with definitions.
  • Measurement Systems Analysis (MSA)
    • Recognise the value of Measurement Systems Analysis (MSA).
    • Identify the correct sequence of steps in conducting a Gauge R&R to verify the precision of a measurement system.
    • Determine whether the measurement system is precise or not precise and why.
    • Identify the steps for conducting a bias study and calculate bias.
    • Identify the significance of slope, intercept, and correlation statistics with respect to linearity.
    • Select the control chart that illustrates measurement system stability.

^top

Additional information for Stage 22:

• Analysing Process Capability

  • Process Capability Studies
    • •Recognise the benefits of analysing process capability.
    • Sequence examples of the steps of a process capability study.
    • Decide whether a process capability index has been correctly determined and Six Sigma capability is shown.
    • Determine the process capability index (Cp) given a set of data, and analyse the results.
    • Determine whether Cpk has been correctly calculated and interpreted.
    • Determine the center of the data (Cpk) relative to customer specifications, and analyse results.
  • Calculating Process Performance
    • Recognise the value of knowing process performance (Pp) and process specification (Ppk).
    • Determine whether Pp has been correctly calculated and analysed.
    • Calculate the correct figure for Ppk, given a set of data, and analyse the results.
    • Match analysis use of attribute data to examples.
    • Select examples of the ways that attribute data has been used to improve process performance.

^top

Additional information for Stage 23:

• Calculating Process Capability

  • Process Capability for Non-normal Data
    • Identify the benefits of data transformation.
    • Determine the elements needed for finding non-normal process capability in a workplace scenario.
    • Correctly calculate and interpret process capability indices for non-normal data using the percentile method.
    • Match methods of working with non-normal data with examples of their use.
  • Using Process Capability for Discrete Data
    • Identify the benefits of using process capability for discrete data.
    • Differentiate between examples of continuous and discrete data.
    • Determine whether an appropriate conversion of a continuous measure into a discrete measure has been achieved in a given workplace scenario.
    • Calculate the correct DPMO and determine the sigma level for discrete data.

^top

Additional information for Stage 24:

• Design of Experiments (DOE)

  • Introduction to the Design of Experiments
    • Identify the benefits of understanding why to use the Design of Experiments methodology.
    • Match the types of experiments in the Design of Experiments methodology with examples.
    • Match the key elements of the Design of Experiments methodology with examples.
  • Planning and Setting Up Experiments
    • Identify the benefits of planning and setting up process improvement experiments according to the Design of Experiments methodology.
    • Match the steps for planning experiments according to the DOE methodology with examples.
    • Identify correct examples of the steps for setting up process improvement experiments according to the DOE methodology in a given scenario.
  • Implementing the Design of Experiments Methodology
    • Identify the benefits of implementing the Design of Experiments methodology.
    • Match key considerations when using the Design of Experiments methodology with examples.
    • Identify correct examples of the steps for implementing the DOE methodology in a given scenario.

^top

Additional information for Stage 25:

• Design and Analysis

  • Designing Experiments
    • Recognise the benefits of employing good experimental design.
    • Match terms relating to full factorial designs with their definitions.
    • Identify the appropriate full factorial design to determine the controlling factors in a given scenario.
    • Identify the appropriate fractional factorial design to determine the controlling factors in a given scenario.
    • Match Latin square designs to corresponding examples.
    • Match experimental designs with their descriptions.
  • Analysing Experiments
    • Recognise the benefits of analysing experiments effectively.
    • Sequence the steps for determining y-hat and s-hat prediction equations.
    • Perform the steps for determining y-hat and s-hat prediction equations for a given set of data.
    • Select the correct interpretation of the graphical outputs from a given experiment.

^top

Additional information for Stage 26:

• Taguchi and Quality Improvement

  • Taguchi and Quality
    • Identify the advantages associated with using the Taguchi Method.
    • Match the key philosophical elements of the Taguchi Method with examples.
    • Match the types of quality control with examples.
    • Match the types of controlled factors that impact quality with examples.
    • Apply the strategies for classifying factors that impact quality when presented with a hypothetical scenario.
    • Sequence examples of Taguchis steps to ensure quality.
  • Taguchi for Robust Design
    • Identify the advantages of choosing robust design for experiments in Six Sigma Projects.
    • Match the key concepts of Taguchis robust design with descriptions.
    • Calculate loss function when presented with a hypothetical situation.
    • Determine the proper signal-to-noise calculation methods to use for given examples.

^top

Additional information for Stage 27:

• Experimenting for Process Improvement

  • Response Surface Methodology
    • Identify the benefits of employing Response Surface Methodology during the Improve phase.
    • Identify the correct response function for a given process.
    • Match the three contour plot patterns generated by RSM to descriptions of what they indicate.
    • Identify characteristics of the evolutionary operations technique.
    • Recognise examples of correct actions to take to use evolutionary operations (EVOP).
  • Higher-order Experiments
    • Identify the benefits of conducting higher-order experiments.
    • Match three central composite designs to their characteristics.
    • Identify examples of conditions that call for the use of a Box-Behnken design.
  • Mixture Experiments
    • Recognise the benefits of using mixture experiments in the Improve phase.
    • Identify the characteristics of mixture experiments.
    • Determine which type of mixture experiment to use for a given scenario.

^top

Additional information for Stage 28:

• Six Sigma -Statistical Process Control

  • The Control Phase
    • Select all of the benefits of understanding Control phase concepts.
    • Determine if a Six Sigma team has implemented the steps for an effective Control phase strategy in a given scenario.
    • Match elements of a process control plan with examples.
    • Determine whether the guidelines for selecting Control phase measures have been observed.
  • Statistical Process Control
    • Recognise the benefits of understanding statistical process control concepts.
    • Identify examples of the key features of statistical process control.
    • Distinguish between examples of common cause and special cause variation.
    • Determine if a Six Sigma team has created a valid control chart.

^top

Additional information for Stage 29:

• Control Charts and The Pre-control Process

  • Control Charts
    • Identify the benefits of using control charts.
    • Match the types of variable data control charts to their descriptions.
    • Match the types of special case control charts to their descriptions.
    • Interpret a given control chart.
  • The Pre-control Process
    • Identify the benefits of using the pre-control process.
    • Sequence the steps of the pre-control method.
    • Identify examples of the appropriate uses of the pre-control method.
    • Correctly perform the pre-control process for Six Sigma.

^top

Additional information for Stage 30:

• Six Sigma - Lean Tools for Control

  • Lean Tools
    • Recognise the benefits of understanding Control phase lean tool concepts.
    • Match the 5S elements with examples.
    • Identify examples of visual management elements.
    • Determine if and why a visual management plan has been effectively applied in a given scenario.
    • Match each type of Kanban with its descriptions.
    • Determine whether a Six Sigma team has achieved full Jidoka in a given scenario.
  • Total Productive Maintenance and Standardised Work
    • Recognise the benefits of knowing how to apply total preventative maintenance and standardised work.
    • Identify examples of total productive maintenance plan elements.
    • Identify examples of standardised work elements.
    • Determine if and why a work process has been standardised.

^top

Additional information for Stage 31:

• Six Sigma - Measurement System Re-analysis

  • Improving Measurement System Capability
    • Recognise the benefits of re-analysing measurement system capability.
    • Match the components of a measurement system with examples of how they can cause variation in measurements.
    • Match measurement types with examples.
    • Identify which steps in a measurement systems re-analysis are performed incorrectly and why.
  • Sustaining Six Sigma Performance
    • Recognise the benefits of working to sustain Six Sigma performance.
    • Identify examples of ongoing measures used to sustain Six Sigma performance.
    • Identify examples of Process Owner responsibilities.
    • Identify an appropriate process management strategy for sustainable improvement.
    • Identify components of a well-articulated deployment strategy.

^top

Additional information for Stage 32:

• Exploratory Data Analysis

  • Multivariate Studies
    • Recognise the benefits of visualisation of the relationships between key process input and output variables.
    • Match data visualisation techniques with corresponding images.
    • Match data visualisation techniques with examples of the types of data to which they are best suited.
    • Match types of multivariate analysis to descriptions.
    • Match the families of variation shown by multi-vari charts with examples.
  • Simple Linear Correlation
    • Identify the benefits of understanding simple linear correlation.
    • Calculate the correlation coefficient for a given set of data.
    • Match statements about causation and correlation to examples of their respective characteristics.
  • Modeling Relationships between Variables
  • Identify the benefits of developing a regression equation.
  • Perform simple least-squares regression calculations for a given scenario.
  • Match the elements of a multiple least-squares linear regression equation to their descriptions.
  • Match the types of residual analysis to corresponding examples.
  • Match the common methods for analysing uncertainty in a model to their correct descriptions.

^top

Additional information for Stage 33:

• Hypothesis Testing

  • Fundamental Concepts of Hypothesis Testing
    • Identify the benefits of using statistical tools for hypothesis testing.
    • Sequence the steps for hypothesis testing.
    • Match the steps for hypothesis testing with examples.
    • Match the factors that determine statistical significance with their defining characteristics.
    • Make recommendations about how to manipulate the factors for determining statistical significance based on their defining characteristics.
    • Calculate the standard error in a given scenario.
    • Match the factors for calculating sample size to their definitions.
    • Determine the appropriate value for each of the factors for calculating sample size when presented with a case study.
  • Point and Interval Estimation
    • Identify the advantages associated with avoiding statistical bias.
    • Identify the area or areas in which a point estimator displays desirable characteristics.
    • Match the approaches for measuring differences between two groups with their characteristics.
    • Translate statistical statements based on information about the factors for measuring statistical accuracy.

^top

Additional information for Stage 34:

• Common Tests

  • Hypothesis Tests for Means, Variances, and Proportions
    • Identify the benefits of hypothesis testing of means, variances, and proportions.
    • Sequence the steps for testing a claim about a single mean.
    • Perform the steps for completing a hypothesis test between two independent means for a given set of data.
    • Identify the elements that are plotted in an Analysis of Means (ANOM) graph.
    • Match the values needed to construct an Analysis of Means (ANOM) graph to examples of their respective calculations.
    • Identify the characteristics of hypothesis tests based on analysis of variance.
    • Identify the characteristics of hypothesis tests for proportions.
  • Paired-comparison Tests
  • Identify the benefits of using paired-comparison tests in hypothesis testing.
  • Identify examples of the characteristics of paired-comparison hypothesis testing.
  • Perform a paired-comparison hypothesis test on a given set of data and interpret the results.
  • Goodness-of-fit Tests
    • Recognise the benefits of understanding goodness-of-fit hypothesis tests.
    • Evaluate goodness-of-fit by using the chi square test on a given set of data.
    • Identify characteristics of the Kolmogorov-Smirnov goodness-of-fit test.

^top

Additional information for Stage 35:

• Variance, Contingency Tables, and Nonparametric Tests

  • Analysis of Variance (ANOVA)
    • Identify the benefits of using Analysis of Variance (ANOVA).
    • Identify the characteristics of Analysis of Variance (ANOVA).
    • Perform a one-way Analysis of Variance (ANOVA) for a given set of data.
    • Perform a two-way Analysis of Variance (ANOVA) for a given set of data.
  • Contingency Tables
    • Identify the benefits of using contingency tables in determining statistical significance.
    • Identify examples of properly constructed contingency tables.
    • Use a contingency table to determine statistical significance.
  • Nonparametric Tests
    • Recognise the benefits of understanding nonparametric tests.
    • Identify the common characteristics of nonparametric tests.
    • Match the common nonparametric tests to examples of situations where each can be used.

^top

Additional information for Stage 36:

• Lean Concepts

  • Introduction to Lean
    • Recognise examples of the implementation of the business philosophies of Lean
  • The Key Principles of Lean
    • Recognise examples of workplace activities or tasks associated with each of the five key principles of Lean
  • Lean Enterprise Transformation
    • Recognise the factors needed for a successful transformation to a Lean enterprise
    • Differentiate between two Lean methodologies
  • The Kaizen Methodology
    • Differentiate between the three types of Kaizen projects
    • Identify the Kaizen framework sequence
    • Identify the benefits of the Kaizen methodology
  • The 5S Methodology
    • Sequence examples of the tasks involved in using the 5S methodology
    • Identify the three key principles of continuous flow manufacturing (CFM)
    • Recognise the advantages of continuous flow manufacturing to organisations
  • Managing Flow
    • Identify best practices in managing continuous flow
  • Mapping Flow
    • Interpret a continuous flow map
  • Additional Continuous Flow Tools
    • Recognise examples of tools used to implement continuous flow
    • Recognise the benefits of being able to identify the weakest link in a system
  • Understanding Theory of Constraints
    • Recognise examples of the common tools used to apply the Theory of Constraints
  • Addressing and Implementing Constraints
    • Apply the five focusing steps of TOC

^top

Additional information for Stage 37:

• Non-value added Steps and Tasks

  • Muda
    • Recognise examples of the seven types of waste (muda).
  • Managing Inventory the Lean Way
    • Identify the inefficient business processes that may cause excessive inventories to exist in a given scenario.
  • Inspections, Testing, and Rework Operations
    • Recognise how inspection and test operations add value.
  • The Lean Supply Chain
    • Match the types of strategic initiatives available to deploy Lean supply chain efforts to examples.
  • Implementing Lean Logistics
    • Recognise examples of the key components required for implementing a Lean logistics network.
  • Improving Cycle Time
    • Match each KPA measured by cycle time to examples.
    • Match cycle-time tools to situations where they should be used.
  • Achieving Significant Progress in Cycle-Time Reduction
    • Recognise situations that will help to achieve significant progress in cycle-time reduction.
  • The Zero Inventory Philosophy
    • Identify the requirements for achieving JIT .
    • Recognise the advantages of using JIT.
  • The Ideal JIT Environment
    • Identify examples of the ideal conditions that should be in place for JIT to work.
    • Recognise the advantages of using cellular manufacturing.

^top

Additional information for Stage 38:

• Lean Tools

  • Kanban
    • Match the types of Kanban systems to examples of their uses.
    • Recognise examples of advantages and disadvantages of using Kanban.
  • Visual Factory Management
    • Recognise examples of the visual control strategies that you can use in visual management.
  • Jidoka and Poka-Yoke
    • Match each Poka-yoke detection method with an example of when it might be used .
    • Sequence the steps in developing Jidoka.
  • Hoshin Kanri
    • Sequence examples of the four phases of Hoshin planning.
    • Match each purpose of the Hoshin Kanri systems approach to an example of that purpose.
  • Standardised Work
    • Determine which chart would be the best to use to define standardised work in a given situation.
  • Takt Time
    • Use the Takt Time formula to calculate Takt Time in a given scenario.
  • Quick Changeover and SMED
    • Arrange examples of the stages used to apply SMED in the order in which they should be performed.

^top

Additional information for Stage 39:

• Total Productive Maintenance (TPM)

  • The Five Pillars of TPM
    • Match each main pillar of TPM to its function.
    • Recognise how the maintenance mind-sets evolved over time.
  • The Six Major Losses
    • Recognise examples of the six major losses associated with TPM.
    • Match examples of the six major losses to the TPM time concepts.
  • Overall Equipment Effectiveness
    • Recognise the correct usage of the OEE formula in a given scenario.
    • Identify the benefits of using overall equipment effectiveness.
  • Successful TPM Implementation
    • Recognise examples of the implementation of each TPM step.
  • The TPM Action Team
    • Recognise the role of action teams in TPM.
  • Applying TPM
    • Apply the steps for putting TPM into practiceC.

^top

Additional information for Stage 40:

• Quality Function Deployment (QFD)

  • Linking QFD and DFSS
    • Recognise how integrating QFD with DFSS enables companies to better understand the Voice of the Customer (VOC).
  • QFD: The House of Quality
    • Recognise examples of the information contained in the six major components of the House of Quality matrix.
  • Creating a QFD Matrix
    • Match the steps involved in creating a QFD matrix to examples.
  • The Four Phases of QFD
    • Match the four phases of the Quality Function Deployment (QFD) methodology to examples.
  • Applying Best Practices for Deploying QFD
    • Apply techniques for deploying Quality Function Deployment (QFD) in a given situation.

^top

Additional information for Stage 41:

• Robust Design and Process

  • Robust Design Strategy
    • Match the five primary tools used by the robust design strategy to their functions .
    • Sequence examples of steps used in the robust design optimization process.
  • Formulating CTQ Characteristics
    • Recognise examples of the steps involved in transforming the VOC to CTQs in the Six Sigma approach for engineering a robust design.
  • The Quality Loss Function
    • Calculate the total quality loss in a given scenario.
  • Parameter Design
    • Recognise examples of the steps involved in setting up a parameter design experiment.
  • Tolerance Design
    • Select the equations to use when calculating the worst-case and statistical tolerances in a given scenario.
  • Process Capability
    • Apply the steps for calculating process capability in a given scenario.
    • Recognise how capability analysis is used to determine the process capability of a system.

^top

Additional information for Stage 42:

• Failure Mode and Effect Analysis

  • Types of FMEA
    • Differentiate between characteristics of DFMEAs and PFMEAs.
  • When to Use an FMEA
    • Identify situations when an FMEA is used to identify potential problems.
  • FMEA Ratings
    • Distinguish between the three kinds of ratings used in an FMEA.
  • The FMEA Process
    • Match the steps in the FMEA process with examples.
  • Applying the FMEA Process
    • Apply the steps for carrying out an FMEA process in a given situation.
    • Prioritise risks according to their RPN ratings.

^top

Additional information for Stage 43:

• Design for X (DFX)

  • Design for X Perspective |w
    • Recognise new methodologies in product development in given scenarios.
  • A Case for Design for X
    • Recognise the benefits of the concurrent engineering method in given scenarios.
    • Identify the characteristics of the concurrent engineering environment.
  • Special Issues in Design for X
    • Recognise examples of issues to be taken into consideration when implementing a DFX strategy in product design and development.
  • Introducing DFMA
    • Recognise statements that exemplify design for manufacture and assembly goals.
    • Recognise examples of DFMA best practices.
  • Implementing DFMA
    • Estimate the cost of manufacturing a design and then apply cost reduction methods to a given product.
    • Estimate the efficiency of a design and then recognize steps that can be taken to reduce the assembly costs of a given product.
  • Other Design for X Applications
    • Select the product that has the best design for production in a given scenario

^top

Additional information for Stage 44:

• Special Design Tools

  • The Key Principles of TRIZ
    • Recognise examples of practical implications of the key principles of TRIZ.
  • TRIZ and Six Sigma
    • Match examples of the information discovered using TRIZ with the DMAIC stage in which it can be used.
  • Gaining Acceptance for TRIZ in Your Organisation
    • Sequence examples of the major steps involved in gaining acceptance for the implementation of TRIZ.
  • Thinking Outside the Box with TRIZ
    • Apply the steps for implementing TRIZ in a given situation.
  • Key Concepts of Axiomatic Design
    • Recognise examples of the five key concepts of axiomatic design.
  • Applying Axiomatic Design
    • Apply the steps for implementing axiomatic design in a given scenario.
  • Approaches to Axiomatic Design
    • Match the diffusive and top-down approaches to implementing axiomatic design to the corresponding benefits and risks.

^top

<< back to previous page