The answer is simple: both the Black Belt and Master Black Belt bodies of knowledge discuss Lean, and the reality is that a practitioner must be competent in both. I am pleased to provide our readers with the first edition of The ASQ Pocket Guide for the Certified Six Sigma Black Belt.Īs you read this book, you may wonder why I have chosen to use Lean Six Sigma in place of Six Sigma in most instances. Table 14.4 Formulas for calculating the centerline and control limits for attributes charts. Table 14.3 Formulas for calculating the centerline and control limits for variables charts. Table 14.2 Characteristics of attributes charts. Table 13.6 Advantages and disadvantages of the data collection strategies.įigure 14.1 A force-field analysis diagram.įigure 14.2 An example of many-to-one forces.įigure 14.3 A force-field analysis diagram for Example 14.1.įigure 14.4 The structure of a typical control chart.įigure 14.5 Selecting a variables control chart based on the subgroup size. Table 13.5 A summary of data collection strategies. Table 13.4 Common data collection points (DCPs).
Table 13.3 Useful data collection techniques. Table 13.2 Common causes of poor data accuracy. Table 12.3 Identifying potential issues with inputs and outputs.įigure 13.1 Examples of common listening posts.įigure 13.2 Examples of media used for listening posts. Table 12.1 The six M’s: useful categories when thinking about input variables.įigure 12.2 Analyzing inputs and outputs. Table 10.2 Additional questions to be asked by the champion during tollgate reviews.įigure 12.1 Demonstrating the Y = f ( X ) concept.
Table 10.1 A brief summary of the tollgate process. Table 9.4 Constructing a communications plan. Table 9.3 Example of an impact–cooperation stakeholder table. Table 9.2 Example of an influence–importance stakeholder table. Table 9.1 A simple form for completing a stakeholder analysis.įigure 9.1 Alternate example of a stakeholder analysis. Table 7.5 Common tools used in control phase.įigure 8.1 Dimensions of management support.įigure 8.2 Cross-functional business processes.įigure 8.3 A common governance structure within a single organizational unit.įigure 8.4 Nested governance structures within a complex organizational unit.įigure 8.5 The many roles of a Lean Six Sigma Quality Council. Table 7.4 Common tools used in improve phase.
Table 7.3 Common tools used in analyze phase. Table 7.2 Common tools used in measure phase. Table 7.1 Common tools used in define phase. Table 6.1 Examples of savings by category. Table 3.1 Comparing DMAIC and DFSS methodologies.įigure 4.1 Selecting the proper project methodology.įigure 5.1 A basic form of a charter document.įigure 5.2 Example of a project charter document.įigure 5.3 Example of project scoping using the functional method- Y = f ( X ) format.įigure 5.4 Example of project scoping using the dimensional method-process mapping decomposition format.įigure 6.1 Determining hard dollar versus soft dollar cost savings.įigure 6.2 Expanding the definition of cost avoidance to include efficiency savings.įigure 6.3 Expanding the definition of cost savings to include revenue growth.įigure 6.4 Expanding the definition of cost savings to include working capital. Figure 3.1 The DFSS family of methodologies.
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