Lean Six Sigma Black Belt Body of Knowledge.pdf

Lean Six Sigma Black Belt Body of Knowledge

1) History of Continuous Improvement •

Western vs. Eastern Models

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

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

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Phil Crosby, Quality Improvement Program, Stages of Improvement

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Water Shewart, Statistical Process Control

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Value Engineering

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IDEAL Model

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Seven QC Tools

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New Seven QC Tools

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Quality Circles

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KAIZEN

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Poka Yoke (Mistake Proofing)

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5S

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Total Productive Maintenance

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Just-in-Time

2) Overview of Lean Six Sigma •

Industry Snippets

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What is Lean Six Sigma

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Why is it so successful

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Lean vs. Six Sigma

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

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When do Individuals and Organizations Fail using Lean and Six Sigma

3) Perspectives of Lean Six Sigma •

Historical Perspective

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Evolution of Six Sigma

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Mean vs. Variation

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Quantitative Perspective

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Statistical Perspective

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Customer Perspective

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Operational Perspective

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Toyota Production System

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Lean Thinking and Waste Elimination

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Lean Benefits

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Lean Toolkit

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Lean Tool Overview

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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

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Driving Benefits and Results

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Questioning, Analysis and Decision Making Skills

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Responsibilities of Leaders

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Two Dimensions of Employee Satisfaction (Hygiene Factors and Motivators)

6) Leadership Change Management •

Change Management

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Change Acceleration Process

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ARMI and RACI Matrix

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GRPI Model

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Stakeholder Analysis

7) Team Management •

Organization Structures, pros and cons

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

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Formal Team Structures

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Informal Team Structures

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Cross Functional Teams

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Foundations of Teamwork

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

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Team Member Selection

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Building High-performance Teams

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

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Factors effecting team performance

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Schmidt’s view of conflicts

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Delegation and SMART Goals

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Team Motivation through Mentoring, Incentives and Feedback

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Team Mentoring: Mentor – Mentee Relationship

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Team Mentoring: Lev Vygotsky—Cognitive apprenticeship

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Team Incentives: Incentive schemes

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Team Feedback Management

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Maslow’s Hierarchy of Needs

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Sustenance of Change and Building Team and Organization Cultures

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Four Quadrant Culture Management Model

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Communication (Planning, Information Distribution, Performance Reporting, Man aging Stakeholders)

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Conflict Management

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Running Meetings Effectively

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Team Dynamics

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Team Dynamics: Common Team Problems

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Team Dynamics: Group Cohesion

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Team Dynamics: Groupthink

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Time Management

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Team Decision Making

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Team Decision Making: Brainstorming

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Team Decision Making: Nominal Group Technique

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Team Decision Making: Multi-voting

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Management and Planning: Affinity Processes

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Management and Planning: Tree Diagrams

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Management and Planning: Process Decision Program Chart (PDPC)

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Management and Planning: Matrix Diagrams

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Management and Planning: Interrelationship Diagram Steps

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Management and Planning: Prioritization Matrices

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Management and Planning: Activity Network Diagram

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Team Performance Evaluation and Rewards

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Team Performance Evaluation and Rewards: 360° Evaluation

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Team Performance Evaluation and Rewards: Reinforcement Theory

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Team Performance Evaluation and Rewards: Intrinsic and Extrinsic Rewards

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Team Performance Evaluation and Rewards: Administering Rewards

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Team Performance Evaluation and Rewards: Innovative Reward Systems

8) Lean Six Sigma Organization •

Lean Six Sigma Success Factors

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A Lean Six Sigma Organization

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Lean Six Sigma Roles and Responsibilities

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Lean Six Sigma Champion

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Lean Six Sigma Master Black Belts

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Lean Six Sigma Black Belts

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Lean Six Sigma Green Belts

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Lean Six Sigma Yellow Belts

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Lean Six Sigma White Belts

9) Recognize Phase •

Strategic Priorities

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Core / Non-core Process Identification

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SWOT of Core Process

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Customer Complaint Analysis

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VRIO Analysis of Strengths, Weaknesses and Opportunities

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Business Perceptions and Feedback

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

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KINDUZ Business Excellence Framework

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Baldrige Criteria for Performance Excellence Framework

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European Foundation for Quality Management

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Balanced Score Card

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Cost of Quality

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Understanding Financial Statements

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Financial Metrics

10) Define Phase •

Customer Identification

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Market Segmentation

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Market Sizing

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Obtaining Voice of Customers (VOC) (Surveys, Focus Groups, Interviews, Custo mer complaints, etc.)

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Quality vs. Perceived Quality

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Survey development steps

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Customer Insight Research

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KANO Model

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Quality Function Deployment

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

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Converting VOC to CTS / CTQ

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9-3-1-0 Analysis of CTQs

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Defining CTQ Targets (USL & LSL)

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Defining CTQ Tolerance Limits

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CTQ Drill Down Chart

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Team Charter

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Defining Business Case

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Defining Problem Statement

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Defining Goal Statement and Estimated Benefits

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Defining Financial Impact

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Defining Project In-Scope

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Defining Project Out-of-Scope

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Defining Constraints i.e. Conflicting CTQs

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Mapping to Strategic Priorities of Company

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Defining Project Sponsor

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Defining Process Owner

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Defining Lean Six Sigma Mentor or Coach

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Defining Lean Six Sigma Black Belt / Green Belt

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Defining Team Members (RACI Matrix)

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Work Breakdown Structures

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Schedule Definition for DMAIC completion

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Earned Value Management

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COPIS

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IDEF0

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Swimlanes

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Spaghetti Diagram

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Circle Diagrams

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Value Stream Mapping

11) Measure Phase •

Types of Data (Discrete, Continuous)

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Measurement Scales (Nominal, Ordinal, Interval and Ratio)

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Sampling vs. Population

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Statistics vs. Parameter

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Descriptive Statistics vs. Inferential Statistics

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Sampling (Random, Stratified, Systematic, etc.)

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Sample Size Determination

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

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Defining Segmentation Factors of CTQ

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Measurement System Analysis of CTQ

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Operational Definition of CTQ and Segmentation Factors

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Defining Data Collection Plan for CTQ and Segmentation Factors

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Histogram of CTQ and Study of Histograms

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Normality Test of CTQ

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Mean, Median, Mode

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

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Defining measure of Central Tendency and Variation

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Central Limit Theorem

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Z value calculation and practical applications

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Calculating Process Capability (Zmin, Cpk)

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Calculating Process Capability (Pp, Ppk, and Cpm)

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Z-Shift

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

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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.)

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Defining Improvement Goals

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Updating Goal Statement and Financial Impact

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Time Value Map

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Metrology

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Causes of Measurement Error

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

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Calibration System

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Probability concepts (P)

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

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square, Student s t, and F distributions)

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

12) Analyze Phase •

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

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Correlation and Regression Analysis (correlation coefficient)

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Confidence Interval for the Mean: σ Known)

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Confidence Interval for the Mean: σ not known)

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Confidence Interval for Standard Deviation

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Confidence Interval for Capability Indices and Sigma Level

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Confidence Interval for Proportion

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Multiple Regression

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Multiple Variable Studies

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Data Mining with Descriptive Statistics by Variable

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Multi-vari Studies

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Main Effects Plots

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Interactions Plots

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Multivariate Statistical Analysis

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Sample Size for Proportions Hypothesis Testing

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Sample Size for Means Hypothesis Testing

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ANNOVA

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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)

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Check sheets

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Cause Effect Diagrams / Fish Bone Diagrams; 4 types:

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Dispersion Analysis

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Cause enumeration

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Production process classification

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Cause Effect Matrix

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Pareto Chart

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Run chart

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Cross Functional Flowchart

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Requirements Review

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Threads of Similarity

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Opportunities of Error

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FMEA (RPN, PFMEA, DFMEA)

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

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Seven Deadly Wastes (MUDA)

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Kaizen & Kaizen Blitz

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Kaikaku

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Continuous Flow

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Quick Changeovers / Single Minute Exchange of Die

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Pull Production: Just – in – Time

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Pull Production: Kanban

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Visual Management

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Heijunka: Leveling

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Heijunka: Sequencing

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Heijunka: Standardization

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Jidoka / Autonomation

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5S: Sort

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5S: Set in Oder

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5S: Shine

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5S: Standardize

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5S: Sustain / Systemize

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Poka Yoke: Elimination

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Poka Yoke: Replacement

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Poka Yoke: Facilitation

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Poka Yoke: Detection

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Poka Yoke: Mitigation

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Benchmarking

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Benchmarking: Metrics Benchmarking

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Benchmarking: Process Benchmarking

13) Improve Phase •

Theory of Constraints

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PEST Analysis

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Decision Matrix

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Effort – Impact Matrix

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Force Field Analysis

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Pilot Plan

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Design of Experiments (DOE)

14) Control Phase •

Process Control Plan

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Statistical Process Control (Objectives, Selection Of Variables, Rational Sub grou ping, Control chart selection, Control chart analysis)

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

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Maintain Controls (Measurement System Re-Analysis)

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PTAP (Project Transition Action Plan)

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Sustain Improvements (Lessons learned, Training plan Deployment, Documentat ion, Ongoing Evaluation)

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Project Closure

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Project Sign-off

15) Design for Lean Six Sigma •

Common DFSS Methodologies (DMADV, DMADOV)

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Design for X (DFX)

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Robust Design and Process

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Special Design Tools (Strategic, Tactical)

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Strategic – Porter’s 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