Lean Six Sigma Black Belt Body of Knowledge

1) History of Continuous Improvement

Western vs. Eastern Models

The 14 Deming Principles, The Deming Wheel, Seven Deadly Diseases

Joseph M. Juran, Pareto Principle, The Management Theory, The Quality Triolog
y

Phil Crosby, Quality Improvement Program, Stages of Improvement

Water Shewart, Statistical Process Control

Value Engineering

IDEAL Model

Seven QC Tools

New Seven QC Tools

Quality Circles

KAIZEN

Poka Yoke (Mistake Proofing)

5S

Total Productive Maintenance

Just-in-Time

2) Overview of Lean Six Sigma

Industry Snippets

What is Lean Six Sigma

Why is it so successful

Lean vs. Six Sigma

When to use Lean or Six Sigma and When not to use?

When do Individuals and Organizations Fail using Lean and Six Sigma

3) Perspectives of Lean Six Sigma

Historical Perspective

Evolution of Six Sigma

Mean vs. Variation

Quantitative Perspective

Statistical Perspective

Customer Perspective

Operational Perspective

Toyota Production System

Lean Thinking and Waste Elimination

Lean Benefits

Lean Toolkit

Lean Tool Overview

Integration of Lean and Six Sigma

4) Case Studies on Lean Six Sigma

10 short case studies of Lean Six Sigma

5) Leadership

Leadership Selection

Driving Benefits and Results

Questioning, Analysis and Decision Making Skills

Responsibilities of Leaders

Two Dimensions of Employee Satisfaction (Hygiene Factors and Motivators)

6) Leadership Change Management

Change Management

Change Acceleration Process

ARMI and RACI Matrix

GRPI Model

Stakeholder Analysis

7) Team Management

Organization Structures, pros and cons

Functional Structures, Divisional Structures, Customer & Matrix Structures, Netw

ork Structures, Virtual Structures

Formal Team Structures

Informal Team Structures

Cross Functional Teams

Foundations of Teamwork

Team Roles (Roles, Tasks, Formal Roles, Informal Roles, Team Leader, Team
Member, Team Facilitator, Additional Roles)

Team Member Selection

Building High-performance Teams

Launching Teams (Forming, Storming, Norming, Performing, Adjourning)

Factors effecting team performance

Schmidts view of conflicts

Delegation and SMART Goals

Team Motivation through Mentoring, Incentives and Feedback

Team Mentoring: Mentor Mentee Relationship

Team Mentoring: Lev VygotskyCognitive apprenticeship

Team Incentives: Incentive schemes

Team Feedback Management

Maslows Hierarchy of Needs

Sustenance of Change and Building Team and Organization Cultures

Four Quadrant Culture Management Model

Communication (Planning, Information Distribution, Performance Reporting, Man

aging Stakeholders)

Conflict Management

Running Meetings Effectively

Team Dynamics

Team Dynamics: Common Team Problems

Team Dynamics: Group Cohesion

Team Dynamics: Groupthink

Time Management

Team Decision Making

Team Decision Making: Brainstorming

Team Decision Making: Nominal Group Technique

Team Decision Making: Multi-voting

Management and Planning: Affinity Processes

Management and Planning: Tree Diagrams

Management and Planning: Process Decision Program Chart (PDPC)

Management and Planning: Matrix Diagrams

Management and Planning: Interrelationship Diagram Steps

Management and Planning: Prioritization Matrices

Management and Planning: Activity Network Diagram

Team Performance Evaluation and Rewards

Team Performance Evaluation and Rewards: 360 Evaluation

Team Performance Evaluation and Rewards: Reinforcement Theory

Team Performance Evaluation and Rewards: Intrinsic and Extrinsic Rewards

Team Performance Evaluation and Rewards: Administering Rewards

Team Performance Evaluation and Rewards: Innovative Reward Systems

8) Lean Six Sigma Organization

Lean Six Sigma Success Factors

A Lean Six Sigma Organization

Lean Six Sigma Roles and Responsibilities

Lean Six Sigma Champion

Lean Six Sigma Master Black Belts

Lean Six Sigma Black Belts

Lean Six Sigma Green Belts

Lean Six Sigma Yellow Belts

Lean Six Sigma White Belts

9) Recognize Phase

Strategic Priorities

Core / Non-core Process Identification

SWOT of Core Process

Customer Complaint Analysis

VRIO Analysis of Strengths, Weaknesses and Opportunities

Business Perceptions and Feedback

Matrix b/w Strategic Competitive Edge and Impact to Strategic Priorities

KINDUZ Business Excellence Framework

Baldrige Criteria for Performance Excellence Framework

European Foundation for Quality Management

Balanced Score Card

Cost of Quality

Understanding Financial Statements

Financial Metrics

10) Define Phase

Customer Identification

Market Segmentation

Market Sizing

Obtaining Voice of Customers (VOC) (Surveys, Focus Groups, Interviews, Custo

mer complaints, etc.)

Quality vs. Perceived Quality

Survey development steps

Customer Insight Research

KANO Model

Quality Function Deployment

Critical to Satisfaction Characteristics: CTQ, CTD, CTP, CTX

Converting VOC to CTS / CTQ

9-3-1-0 Analysis of CTQs

Defining CTQ Targets (USL & LSL)

Defining CTQ Tolerance Limits

CTQ Drill Down Chart

Team Charter

Defining Business Case

Defining Problem Statement

Defining Goal Statement and Estimated Benefits

Defining Financial Impact

Defining Project In-Scope

Defining Project Out-of-Scope

Defining Constraints i.e. Conflicting CTQs

Mapping to Strategic Priorities of Company

Defining Project Sponsor

Defining Process Owner

Defining Lean Six Sigma Mentor or Coach

Defining Lean Six Sigma Black Belt / Green Belt

Defining Team Members (RACI Matrix)

Work Breakdown Structures

Schedule Definition for DMAIC completion

Earned Value Management

COPIS

IDEF0

Swimlanes

Spaghetti Diagram

Circle Diagrams

Value Stream Mapping

11) Measure Phase

Types of Data (Discrete, Continuous)

Measurement Scales (Nominal, Ordinal, Interval and Ratio)

Sampling vs. Population

Statistics vs. Parameter

Descriptive Statistics vs. Inferential Statistics

Sampling (Random, Stratified, Systematic, etc.)

Sample Size Determination

Process Metrics (WIP, WIQ, TAKT Time, Wait Time, Throughput, etc.)

Defining Segmentation Factors of CTQ

Measurement System Analysis of CTQ

Operational Definition of CTQ and Segmentation Factors

Defining Data Collection Plan for CTQ and Segmentation Factors

Histogram of CTQ and Study of Histograms

Normality Test of CTQ

Mean, Median, Mode

Standard Deviation, Range, Variation Measures for Non-normal data

Defining measure of Central Tendency and Variation

Central Limit Theorem

Z value calculation and practical applications

Calculating Process Capability (Zmin, Cpk)

Calculating Process Capability (Pp, Ppk, and Cpm)

Z-Shift

Calculating Process Capability of Nonnormal data (including transformations like Box-Cox)

Process Capability
Process performance vs. specification (Diff. between natural process limits and s
pecification limits, and calculate process performance metrics
such
as percent defective, parts per million (PPM), defects per million opportunities (D
PMO),
defects per unit (DPU), process sigma, rolled throughput yield (RTY), etc.)

Defining Improvement Goals

Updating Goal Statement and Financial Impact

Time Value Map

Metrology

Causes of Measurement Error

Descriptive Statistics and Graphical Representation (Pie Chart, Bar Chart, Box Pl
ots, Histograms, Pareto Charts, Scatter Plots, Run charts)

Calibration System

Probability concepts (P)

Probability Commonly Used Distributions (normal, Poisson, binomial, chi

square, Student s t, and F distributions)

Probability Other Distributions (bivariate, exponential, lognormal, and Weibull.)

12) Analyze Phase

Control Charts & Identification of Special Causes and Warning Signals in Commo
n Causes

Correlation and Regression Analysis (correlation coefficient)

Confidence Interval for the Mean: Known)

Confidence Interval for the Mean: not known)

Confidence Interval for Standard Deviation

Confidence Interval for Capability Indices and Sigma Level

Confidence Interval for Proportion

Multiple Regression

Multiple Variable Studies

Data Mining with Descriptive Statistics by Variable

Multi-vari Studies

Main Effects Plots

Interactions Plots

Multivariate Statistical Analysis

Sample Size for Proportions Hypothesis Testing

Sample Size for Means Hypothesis Testing

ANNOVA

Hypothesis Testing (Terminology, Statistical Vs. Practical Significance, Sample S

ize,
Point and Interval Estimates, Tests for means, Variances and Proportions, Analy
sis of Variance(ANOVA),
Goodness of Fit(Chi-Square), Contingency Tables, Non Parametric Tests)

Check sheets

Cause Effect Diagrams / Fish Bone Diagrams; 4 types:

Dispersion Analysis

Cause enumeration

Production process classification

Cause Effect Matrix

Pareto Chart

Run chart

Cross Functional Flowchart

Requirements Review

Threads of Similarity

Opportunities of Error

FMEA (RPN, PFMEA, DFMEA)

Gap Analysis (gap analysis, scenario planning, etc.)

Seven Deadly Wastes (MUDA)

Kaizen & Kaizen Blitz

Kaikaku

Continuous Flow

Quick Changeovers / Single Minute Exchange of Die

Pull Production: Just in Time

Pull Production: Kanban

Visual Management

Heijunka: Leveling

Heijunka: Sequencing

Heijunka: Standardization

Jidoka / Autonomation

5S: Sort

5S: Set in Oder

5S: Shine

5S: Standardize

5S: Sustain / Systemize

Poka Yoke: Elimination

Poka Yoke: Replacement

Poka Yoke: Facilitation

Poka Yoke: Detection

Poka Yoke: Mitigation

Benchmarking

Benchmarking: Metrics Benchmarking

Benchmarking: Process Benchmarking

13) Improve Phase

Theory of Constraints

PEST Analysis

Decision Matrix

Effort Impact Matrix

Force Field Analysis

Pilot Plan

Design of Experiments (DOE)

14) Control Phase

Process Control Plan

Statistical Process Control (Objectives, Selection Of Variables, Rational Sub grou

ping, Control chart selection, Control chart analysis)

Other Control Tools (Total productive maintenance (TPM), Visual factory)

Maintain Controls (Measurement System Re-Analysis)

PTAP (Project Transition Action Plan)

Sustain Improvements (Lessons learned, Training plan Deployment, Documentat

ion, Ongoing Evaluation)

Project Closure

Project Sign-off

15) Design for Lean Six Sigma

Common DFSS Methodologies (DMADV, DMADOV)

Design for X (DFX)

Robust Design and Process

Special Design Tools (Strategic, Tactical)

Strategic
Porters five forces analysis, portfolio architecting, and other tools can be used in
strategic design and planning

Tactical theory of inventive problemsolving (TRIZ), systematic design, critical parameter management, and Pugh analysis in
designing products or processes