BLACK BELT BOOK OF KNOWLEDGE |
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| 1. Why Do Six Sigma |
a. Definition and graphical view of Six Sigma
i. Overview of business applications
ii. Example Sigma Levels
iii. Introduction to DPMO and cost as metrics.
b. Comparisons between typical TQM and Six Sigma Programs.
c. Origins and Success Stories. |
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| 2. How to Deploy Six Sigma |
a. Leadership responsibilities.
b. Description of the roles and responsibilities.
c. Resource allocation.
d. Data driven decision making.
e. Organizational metrics and dashboards. |
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| 3. Six Sigma Projects |
a. Project Focus.
b. Selecting Projects.
c. Overview of DMAIC methodology.
d. Project Reporting. |
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| 4. Incorporating Voice of the Customer |
a. Kano Model
b. Customer Focus and the Leadership Role.
c. Overview of QFD.
d. Customer Data.
e. Big Y's, Little Y's. |
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| 5. DEFINE: Project Definition |
a. Tasks.
b. Work Breakdown Structure.
c. Pareto Diagrams.
d. Process Maps.
e. Project Charters.
f. Reporting. |
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| 6. DEFINE: Project Financials |
a. Quality Cost Classifications.
b. Quantifying Project Benefits.
c. Calculations. |
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| 7. DEFINE: Goals & Metrics |
a. CTC, CTQ, CTS Parameters.
b. CTx Flow-down Model (Big Y's, Little y's).
c. Measurement & Feedback.
d. Calculating Sigma Levels. |
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| 8. DEFINE: Project Scheduling |
a. Activity Network Diagram.
b. PERT Analysis. (Optional)
c. GANNT Chart. |
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| 9. DEFINE: Change Management / Teams |
a. Problems with Change.
b. Achieving Buy-In.
c. Stakeholder Analysis
d. Team Formation, Rules & Responsibilities.
i. Stages of Team Development.
ii. Overcoming Problems.
f. Consensus Building
i. Affinity Diagram.
ii. Nominal Group Technique.
iii. Prioritization Matrix. |
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| 10. MEASURE: Tools |
a. Measure Stage Objectives
b. Flowcharts.
c. Process Maps.
d. SIPOC.
e. Box-Whisker Plots.
f. Cause & Effect Diagrams.
g. Check Sheets.
h. Interrelationship diagrams |
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| 11. MEASURE: Establishing Process Baseline |
a. Enumerative vs. Analytic Statistics.
b. Process Variation.
c. Benefits of Control Charts.
d. Requirements vs. Control.
e. Control Chart Interpretation. |
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| 12. MEASURE: X-Bar Charts |
a. Uses.
b. Construction & Calculations.
c. Assumptions.
d. Rational Subgroups.
e. Sampling Considerations.
f. Interpretation.
i. Run Test Rules. |
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| 13. MEASURE: Individuals Data |
a. Uses.
b. Construction & Calculations.
c. Assumptions.
d. Sampling Considerations.
e. Interpretation.
f. Overview of Other Individual Charts.
i. Run Charts.
ii. Moving Average Charts. |
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| 14. MEASURE: Process Capability |
a. Histograms.
b. Probability Plots.
c. Goodness of Fit Tests.
d. Capability & Performance Indices.
i. Relative to Process Control.
ii. Interpretation.
iii. Estimating Error. |
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| 15. MEASURE: Attribute Charts |
a. Uses.
b. Selection.
c. Construction & Calculations.
d. Sampling Considerations. |
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| 16. MEASURE: Short Run SPC |
a. Uses.
b. Calculations. |
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| 17. MEASURE: Measurement Systems Analysis |
a. Stability Studies.
b. Linearity Analysis.
c. R&R Analysis.
i. Range Method Calculations.
ii. Interpretation.
iii. Using Control Charts.
iv. Destructive Tests.
v. ANOVA Method. |
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| 18. ANALYZE: Lean Thinking |
a. Definition of Waste.
b. Analyzing Process for NVA.
i. Cycle Efficiencies
ii. Lead Time and Velocity
c. Methods to Increase Velocity.
i. Standardization
ii. Optimization
iii. Spaghetti Diagrams (Optional)
iv. 5S
v. Level Loading.
vi. Flow
vii. Setup Reductions |
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| 19. ANALYZE: Sources of Variation |
a. Multi-vari Plots
b. Confidence Intervals on Mean
c. Hypothesis Test on Mean
d. Hypothesis Test on Mean of Two Samples
e. Power & Sample Size.
f. Contingency tables.
g. Chi-Square Tests
h. Non-parametric Tests. |
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| 20. ANALYZE: Regression Analysis |
a. Scatter Diagrams.
b. Linear Model.
c. Interpreting the ANOVA Table.
d. Confidence & Prediction Limits.
e. Residuals Analysis.
f. Overview of Multiple Regression Tools |
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| 21. ANALYZE: Multiple Regression |
a. Multiple Regression with Attribute Xs.
b. Multivariate Models.
c. Interaction Plots.
d. Interpreting ANOVA Tables.
e. Model Considerations.
f. Stepwise Regression.
g. Residuals Analysis. |
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| 22. ANALYZE: DOE Introduction |
a. Terminology
b. DOE vs. Traditional Experiments
c. DOE vs. Historical Data
d. Design Planning.
e. Design Specification.
f. Selecting Factors and Levels.
g. Complete Factorials.
h. Fractional Factorials.
i. Aliasing.
ii. Screening Designs. |
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| 23. IMPROVE: DOE Analysis Fundamentals |
a. Estimating Effects and Coefficients.
b. Significance Plots.
c. Estimating Error.
d. Extending Designs.
e. Power of Design. |
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| 24. IMPROVE: Design Selection |
a. Desirable Designs.
b. Performance.
i. Balance.
ii. Orthogonality.
iii. Resolution.
c. Other Design Models.
i. Saturated Designs.
ii. Plackett Burman Designs.
iii. Taguchi Designs (mention). |
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| 25. IMPROVE: Tools |
a. Improve Stage Objectives.
b. Tools to Prioritize Improvement Opportunities.
c. Tools to Define New Process Flow.
i. Lean Tools to reduce NVA and Achieve Flow.
d. Tools to Define & Mitigate Failure Modes.
i. PDPC. (Optional)
ii. FMEA.
iii. Preventing Failures.
e. Reference to Tools for Defining New Process Levels. |
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| 26. CONTROL: Tools |
a. Control Stage Objectives.
b. Control Plans.
c. Training.
d. Measuring Improvement. |
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| 27. CONTROL: Charts |
a. X Bar-R, IMR
b. P, np charts.
c. C, u Charts
d. Other types of control charts |
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| 28. Design for Six Sigma Overview |
a. Methodology.
b. Tools for DFSS.
c. System, Parameter and Tolerance Designs |
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