Body of Knowledge

Six Sigma Green Belt Certification – CSSGB

Included in this body of knowledge are explanations (subtext) and cognitive levels
for each topic or subtopic in the test. These details will be used by the
Examination Development Committee as guidelines for writing test questions and
are designed to help candidates prepare for the exam by identifying specific
content within each topic that can be tested. Except where specified, the subtext
is not intended to limit the subject or be all-inclusive of what might be covered in
an exam but is intended to clarify how topics are related to the role of the
Certified Six Sigma Green Belt. The descriptor in parentheses at the end of each
subtext entry refers to the highest cognitive level at which the topic will be
tested. A complete description of cognitive levels is provided at the end of this
document.

I. Overview: Six Sigma and the Organization (15 Questions)

A. Six sigma and organizational goals

1. Value of six sigma

Recognize why organizations use six sigma, how they apply its
philosophy and goals, and the origins of six sigma (Juran,
Deming, Shewhart, etc.). Describe how process inputs, outputs,
and feedback impact the larger organization. (Understand)

2. Organizational drivers and metrics

Recognize key drivers for business (profit, market share,
customer satisfaction, efficiency, product differentiation) and
how key metrics and scorecards are developed and impact the
entire organization. (Understand)

3. Organizational goals and six sigma projects

Describe the project selection process including knowing when
to use six sigma improvement methodology (DMAIC) as opposed
to other problem-solving tools, and confirm that the project
supports and is linked to organizational goals. (Understand)

B. Lean principles in the organization

 1. Lean concepts and tools
Define and describe concepts such as value chain, flow, pull,
perfection, etc., and tools commonly used to eliminate waste,
including kaizen, 5S, error-proofing, value-stream mapping, etc.
(Understand)

2. Value-added and non-value-added activities

Identify waste in terms of excess inventory, space, test
inspection, rework, transportation, storage, etc., and reduce
cycle time to improve throughput. (Understand)

3. Theory of constraints
Describe the theory of constraints. (Understand)

C. Design for Six Sigma (DFSS) in the organization

1. Quality function deployment (QFD)

Describe how QFD fits into the overall DFSS process.
(Understand) (Note: the application of QFD is covered in II.A.6.)

2. Design and process failure mode and effects analysis

(DFMEA & PFMEA)
Define and distinguish between design FMEA (DFMEA) and
process (PFMEA) and interpret associated data. (Analyze) (Note:
the application of FMEA is covered in II.D.2.)

3. Road maps for DFSS

Describe and distinguish between DMADV (define, measure,
analyze, design, verify) and IDOV (identify, design, optimize,
verify), identify how they relate to DMAIC and how they help
close the loop on improving the end product/process during the
design (DFSS) phase. (Understand)

II. Six Sigma – Define (25 Questions)

A. Process Management for Projects

1. Process elements
Define and describe process components and boundaries.
Recognize how processes cross various functional areas and the
 challenges that result for process improvement efforts.
(Analyze)

2. Owners and stakeholders

Identify process owners, internal and external customers, and
other stakeholders in a project. (Apply)

3. Identify customers
Identify and classify internal and external customers as
applicable to a particular project, and show how projects impact
customers. (Apply)

4. Collect customer data

Use various methods to collect customer feedback (e.g., surveys,
focus groups, interviews, observation) and identify the key
elements that make these tools effective. Review survey
questions to eliminate bias, vagueness, etc. (Apply)

5. Analyze customer data

Use graphical, statistical, and qualitative tools to analyze
customer feedback. (Analyze)

6. Translate customer requirements

Assist in translating customer feedback into project goals and
objectives, including critical to quality (CTQ) attributes and
requirements statements. Use voice of the customer analysis
tools such as quality function deployment (QFD) to translate
customer requirements into performance measures. (Apply)

B. Project management basics

1. Project charter and problem statement

Define and describe elements of a project charter and develop a
problem statement, including baseline and improvement goals.
(Apply)

2. Project scope
Assist with the development of project definition/scope using
Pareto charts, process maps, etc. (Apply)
 3. Project metrics
Assist with the development of primary and consequential
metrics (e.g., quality, cycle time, cost) and establish key project
metrics that relate to the voice of the customer. (Apply)

4. Project planning tools

Use project tools such as Gantt charts, critical path method
(CPM), and program evaluation and review technique (PERT)
charts, etc. (Apply)

5. Project documentation
Provide input and select the proper vehicle for presenting
project documentation (e.g., spreadsheet output, storyboards,
etc.) at phase reviews, management reviews and other
presentations. (Apply)

6. Project risk analysis

Describe the purpose and benefit of project risk analysis,
including resources, financials, impact on customers and other
stakeholders, etc. (Understand)

7. Project closure
Describe the objectives achieved and apply the lessons learned
to identify additional opportunities. (Apply)

C. Management and planning tools

Define, select, and use 1) affinity diagrams, 2) interrelationship
digraphs, 3) tree diagrams, 4) prioritization matrices, 5) matrix
diagrams, 6) process decision program (PDPC) charts, and 7) activity
network diagrams. (Apply)

D. Business results for projects

1. Process performance
Calculate process performance metrics such as defects per unit
(DPU), rolled throughput yield (RTY), cost of poor quality
(COPQ), defects per million opportunities (DPMO) sigma levels
and process capability indices. Track process performance
measures to drive project decisions. (Analyze)
 2. Failure mode and effects analysis (FMEA)
Define and describe failure mode and effects analysis (FMEA).
Describe the purpose and use of scale criteria and calculate the
risk priority number (RPN). (Analyze)

E. Team dynamics and performance

1. Team stages and dynamics

Define and describe the stages of team evolution, including
forming, storming, norming, performing, adjourning, and
recognition. Identify and help resolve negative dynamics such as
overbearing, dominant, or reluctant participants, the
unquestioned acceptance of opinions as facts, groupthink,
feuding, floundering, the rush to accomplishment, attribution,
discounts, plops, digressions, tangents, etc. (Understand)

2. Six sigma and other team roles and responsibilities

Describe and define the roles and responsibilities of participants
on six sigma and other teams, including black belt, master black
belt, green belt, champion, executive, coach, facilitator, team
member, sponsor, process owner, etc. (Apply)

3. Team tools
Define and apply team tools such as brainstorming, nominal
group technique, multi-voting, etc. (Apply)

4. Communication
Use effective and appropriate communication techniques for
different situations to overcome barriers to project success.
(Apply)

III. Six Sigma – Measure (30 Questions)

A. Process analysis and documentation

1. Process modeling
Develop and review process maps, written procedures, work
instructions, flowcharts, etc. (Analyze)

2. Process inputs and outputs

Identify process input variables and process output variables
 (SIPOC), and document their relationships through cause and
effect diagrams, relational matrices, etc. (Analyze)

B. Probability and statistics

1. Drawing valid statistical conclusions

Distinguish between enumerative (descriptive) and analytical
(inferential) studies, and distinguish between a population
parameter and a sample statistic. (Apply)

2. Central limit theorem and sampling distribution of the mean

Define the central limit theorem and describe its significance in
the application of inferential statistics for confidence intervals,
control charts, etc. (Apply)

3. Basic probability concepts

Describe and apply concepts such as independence, mutually
exclusive, multiplication rules, etc. (Apply)

C. Collecting and summarizing data

1. Types of data and measurement scales

Identify and classify continuous (variables) and discrete
(attributes) data. Describe and define nominal, ordinal, interval,
and ratio measurement scales. (Analyze)

2. Data collection methods

Define and apply methods for collecting data such as check
sheets, coded data, etc. (Apply)

3. Techniques for assuring data accuracy and integrity

Define and apply techniques such as random sampling, stratified
sampling, sample homogeneity, etc. (Apply)

4. Descriptive statistics
Define, compute, and interpret measures of dispersion and
central tendency, and construct and interpret frequency
distributions and cumulative frequency distributions. (Analyze)

5. Graphical methods
Depict relationships by constructing, applying and interpreting
diagrams and charts such as stem-and-leaf plots, box-and-
 whisker plots, run charts, scatter diagrams, Pareto charts, etc.
Depict distributions by constructing, applying and interpreting
diagrams such as histograms, normal probability plots, etc.
(Create)

D. Probability distributions
Describe and interpret normal, binomial, and Poisson, chi square,
Student’s t, and F distributions. (Apply)

E. Measurement system analysis

Calculate, analyze, and interpret measurement system capability
using repeatability and reproducibility (GR&R), measurement
correlation, bias, linearity, percent agreement, and
precision/tolerance (P/T). (Evaluate)

F. Process capability and performance

1. Process capability studies

Identify, describe, and apply the elements of designing and
conducting process capability studies, including identifying
characteristics, identifying specifications and tolerances,
developing sampling plans, and verifying stability and normality.
(Evaluate)

2. Process performance vs. specification

Distinguish between natural process limits and specification
limits, and calculate process performance metrics such as
percent defective. (Evaluate)

3. Process capability indices

Define, select, and calculate Cp and Cpk, and assess process
capability. (Evaluate)

4. Process performance indices

Define, select, and calculate Pp, Ppk, Cpm, and assess process
performance. (Evaluate)

5. Short-term vs. long-term capability

Describe the assumptions and conventions that are appropriate
when only short-term data are collected and when only
attributes data are available. Describe the changes in
 relationships that occur when long-term data are used, and
interpret the relationship between long- and short-term
capability as it relates to a 1.5 sigma shift. (Evaluate)

6. Process capability for attributes data

Compute the sigma level for a process and describe its
relationship to Ppk. (Apply)

IV. Six Sigma – Analyze (15 Questions)

A. Exploratory data analysis

1. Multi-vari studies
Create and interpret multi-vari studies to interpret the
difference between positional, cyclical, and temporal variation;
apply sampling plans to investigate the largest sources of
variation. (Create)

2. Simple linear correlation and regression

Interpret the correlation coefficient and determine its statistical
significance (p-value); recognize the difference between
correlation and causation. Interpret the linear regression
equation and determine its statistical significance (p-value). Use
regression models for estimation and prediction. (Evaluate)

B. Hypothesis testing

1. Basics
Define and distinguish between statistical and practical
significance and apply tests for significance level, power, type I
and type II errors. Determine appropriate sample size for
various test. (Apply).

2. Tests for means, variances, and proportions

Define, compare, and contrast statistical and practical
significance. (Apply)

3. Paired-comparison tests
Define and describe paired-comparison parametric hypothesis
tests. (Understand)
 4. Single-factor analysis of variance (ANOVA)
Define terms related to one-way ANOVAs and interpret their
results and data plots. (Apply)

5. Chi square
Define and interpret chi square and use it to determine
statistical significance. (Analyze)

V. Six Sigma – Improve & Control (15 Questions)

A. Design of experiments (DOE)

1. Basic terms
Define and describe basic DOE terms such as independent and
dependent variables, factors and levels, response, treatment,
error, repetition, and replication. (Understand)

2. Main effects
Interpret main effects and interaction plots. (Apply)

B. Statistical process control (SPC)

1. Objectives and benefits

Describe the objectives and benefits of SPC, including controlling
process performance, identifying special and common causes,
etc. (Analyze)

2. Rational subgrouping
Define and describe how rational subgrouping is used.
(Understand)

3. Selection and application of control charts

Identify, select, construct, and apply the following types of
control charts: XR, Xs, individuals and moving range (ImR / XmR),
median, p, np, c, and u. (Apply)

4. Analysis of control charts

Interpret control charts and distinguish between common and
special causes using rules for determining statistical control.
(Analyze)
 C. Implement and validate solutions
Use various improvement methods such as brainstorming, main
effects analysis, multi-vari studies, FMEA, measurement system
capability re-analysis, and post-improvement capability analysis to
identify, implement, and validate solutions through F-test, t-test, etc .
(Create)

D. Control plan
Assist in developing a control plan to document and hold the gains,
and assist in implementing controls and monitoring systems. (Apply)

Six Levels of Cognition based on Bloom’s Taxonomy (Revised)

In addition to content specifics, the subtext detail also indicates the intended
complexity level of the test questions for that topic. These levels are based on the
Revised “Levels of Cognition” (from Bloom’s Taxonomy, 2001) and are presented
below in rank order, from least complex to most complex.

Remember
Be able to remember or recognize terminology, definitions, facts, ideas, materials,
patterns, sequences, methodologies, principles, etc. (Also commonly referred to
as recognition, recall, or rote knowledge)

Understand
Be able to read and understand descriptions, communications, reports, tables,
diagrams, directions, regulations, etc.

Apply
Be able to apply ideas, procedures, methods, formulas, principles, theories, etc.,
in job-related situations.

Analyze
Be able to break down information into its constituent parts and recognize the
parts’ relationship to one another and how they are organized; identify sublevel
factors or salient data from a complex scenario.

Evaluate
Be able to make judgments regarding the value of proposed ideas, solutions,
methodologies, etc., by using appropriate criteria or standards to estimate
accuracy, effectiveness, economic benefits, etc.

Create
Be able to put parts or elements together in such a way as to show a pattern or
structure not clearly there before; able to identify which data or information from
a complex set is appropriate to examine further or from which supported
conclusions can be drawn.