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Business systems and processes 3. Process inputs, outputs, and feedback B. Leadership 1. Enterprise leadership 2. Six Sigma roles and responsibilities C. Organizational goals and objectives 1. Linking projects to organizational goals 2. Risk analysis 3. Closed-loop assessment/knowledge management D.History of organizational improvement/foundations of Six Sigma

II. Business Process Management A.Process vs. functional view 1. Process elements 2. Owners and stakeholders 3. Project management and benefits 4. Project measures B. Voice of the customer 1. Identify customer 2. Collect customer data 3. Analyze customer data 4. Determine critical customer requirements C. Business results 1. Process performance metrics 2. Benchmarking 3. Financial benefits

Motivation techniques 5. Initiating teams 2. Charter negotiation B. Planning tools 3. Managing change 2. Charter/plan elements 2. Team stages C. Six Sigma Improvement Methodology and Tools—Define A. Management and Planning Tools IV. Team dynamics and performance 1. Metrics C. Communication E. Problem statement V. Process analysis and documentation . Project documentation 4. Selecting team members 3. Team leadership 1. Project scope B. Project Management A. Project charter and plan 1. Organizational roadblocks 3. Six Sigma Improvement Methodology and Tools—Measure A. Team performance evaluation 4.III. Team facilitation techniques 3. Negotiation and conflict resolution techniques 4. Team-building techniques 2. Team tools D.Change agent 1.

Techniques for assuring data accuracy and integrity 5. Types of data 2. Basic probability concepts C.1. Measurement system analysis 3. long-term capability 6. Properties and applications of probability distributions 1. Probability and statistics 1. Other distributions E. Short-term vs. Six Sigma Improvement Methodology and Tools—Analyze A. Tools 2. Descriptive statistics 6. Metrology F. Process inputs and outputs B. Distributions commonly used by black belts 2. Measurement methods 2. Methods for collecting data 4. Non-normal data transformations (process capability for non-normal data) 7. Graphical methods D. Designing and conducting process capability studies 2. Analyzing process capability 1. specification 3. Central limit theorem and sampling distribution of the mean 3. Drawing valid statistical conclusions 2. Measurement systems 1. Calculating process performance vs. Exploratory data analysis . Measurement scales 3. Collecting and summarizing data 1. Process capability indices 4. Process capability for attributes data VI. Process performance indices 5.

Simple and multiple least-squares linear regression b. Six Sigma Improvement Methodology and Tools—Improve A. Multi-vari studies 2. Fundamental concepts of hypothesis testing a. Taguchi robustness concepts 8. Goodness-of-fit tests 6. type I and type II errors c. Design and analysis of one-factor experiments 5. practical significance b. Steepest ascent/descent experiments 2. Tests for means. Hypothesis testing 1. Statistical vs. Paired-comparison tests 5. Design and analysis of full-factorial experiments 6. Planning and organizing experiments 3.1. Design principles 4. Sample size 2. Higher-order experiments . power. Analysis of variance (ANOVA) 7. Mixture experiments B. Non-parametric tests VII. Design of experiments (DOE) 1. Point and interval estimation 3. Significance level. Simple linear correlation c. Terminology 2. Measuring and modeling relationships between variables a. Design and analysis of two-level fractional factorial experiments 7. Contingency tables 8. Diagnostics B. and proportions 4. variances. Response surface methodology 1.

Objectives and benefits 2. Selection and application of control charts 5. Functional requirements 2. Rational subgrouping 4. Tolerance design 4. Lean concepts 1. Non-value-added activities 5.Measurement system reanalysis IX. Selection of variable 3. Noise strategies 3. PRE-control B. Evolutionary operations (EVOP) VIII. Continuous flow manufacturing (CFM) 4. Lean thinking 3. Advanced statistical process control C.Six Sigma Improvement Methodology and Tools—Control A. Tolerance and process capability . Theory of constraints 2. Total productive maintenance (TPM) X. Lean tools for control D. Analysis of control charts 6. Lean Enterprise (9 Questions) A. Design for Six Sigma (DFSS) A. Cycle-time reduction B. Statistical process control 1.C. Quality function deployment (QFD) B. Lean tools C. Robust design and process 1.

C. Special design tools . Failure mode and effects analysis (FMEA) D. Design for X (DFX) E.

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