The following is a list of the Six Sigma body of knowledge. Under the columns marked “Green,” “Black,” and “Master” LSS Belts, the following symbols are used:
LSS Belts | ||||
---|---|---|---|---|
Body of Knowledge | Green | Black | Master | |
5S’s | O | O | O | |
5M’s (materials, machines, manpower, methods, measurements) | A | A | A | |
Acceptance decisions | I | S | S | |
Activity network diagrams | S | S | S | |
Affinity diagrams | S | O | O | |
Area activity analysis (AAA) | S | I | I | |
Automation | I | S | S | |
Axiomatic design | I | S | S | |
Bar charts/graphs | A | A | A | |
Benchmarking | S | O | O | |
Bessel function | I | S | O | |
Binomial distribution | O | O | O | |
Bivariate distribution | I | S | O | |
Box plots | S | O | O | |
Brainstorming | A | A | A | |
Bureaucracy elimination | S | O | O | |
Business case development | A | O | O | |
Business process improvement | S | O | O | |
Business-value-added | S | A | A | |
Calibration | O | O | O | |
Cause-and-effect (fishbone) diagrams | O | O | O | |
Cause-and-effect matrix | O | O | O | |
Cellular manufacturing | S | O | O | |
Central limit theorem | O | O | O | |
Chi-square distribution | O | O | O | |
Coefficient of contingency (c) | I | S | S | |
Collecting data | A | A | A | |
Communication techniques | O | O | A | |
Confidence interval for the mean/proportion/variance | O | O | O | |
Conflict resolution | O | O | O | |
Continuous flow manufacturing (CFM) | S | O | O | |
Control charts | ||||
X bar–R charts | O | O | O | |
Run charts | O | O | O | |
MX bar-MR charts | S | O | O | |
X-MR charts | S | O | O | |
X bar–S charts | S | O | O | |
Median charts | I | S | O | |
Short-run charts | S | S | O | |
p-Charts | O | O | O | |
r-Charts | S | O | O | |
u-Charts | S | O | O | |
CuSum control charts | I | S | S | |
Correlation coefficient | O | O | O | |
Cp | O | O | O | |
Cpk | O | O | O | |
CQFA (cost, quality, features, and availability) | S | S | O | |
Critical to quality (CTQ) | A | A | A | |
Critical path method | O | O | O | |
Culture roadblocks | I | O | O | |
Cumulative distribution function | S | O | O | |
Current state mapping | O | O | O | |
Customer requirements | A | A | A | |
Customer surveys | S | O | O | |
Cycle time analysis | S | O | O | |
Design for maintainability and availability | I | S | S | |
Design for Six Sigma (DFSS) | I | S | O | |
Design for X (DFX) | I | S | O | |
Design of experiments | ||||
Three factor, three level experiment | I | O | O | |
Randomized block plans | I | S | O | |
Latin square designs | I | O | O | |
Graeco-Latin designs | I | S | O | |
Full factorial designs | I | O | O | |
Plackett-Burman designs | I | S | O | |
Taguchi designs | I | O | O | |
Taguchi’s robust concepts | I | S | O | |
Mixture designs | I | S | O | |
Central composite designs | I | S | S | |
EVOP evolutionary operations | I | I | S | |
DMADV (Define, Measure, Analyze, Design, Verify) | S | O | O | |
DMAIC (Define, Measure, Analyze, Improve, Control) | O | O | O | |
Effort/impact analysis | I | O | O | |
Equipment certification | S | S | S | |
Error proofing | O | O | O | |
Exponential distribution | I | O | O | |
External and internal customers | O | O | O | |
F-distribution | I | S | S | |
Facilitation of teams | I | O | O | |
Factorial experiments | I | S | O | |
Failure mode and effects analysis | O | O | O | |
Fast-action solution team (FAST) | O | O | S | |
First-time yield (FTY) or rolled-through yield (RTY) | O | O | O | |
Five whys (5Ws) | O | O | O | |
Flowcharts | O | O | O | |
Focus groups | S | O | O | |
Force field analysis | O | O | O | |
Frequency distribution | O | O | O | |
Future state mapping | O | O | O | |
Gantt charts | O | O | O | |
Gaussian curves | I | S | S | |
General surveys | O | O | O | |
Histograms | O | O | O | |
History of quality | S | S | S | |
Hypergeometric distribution | I | S | O | |
Hypothesis testing | ||||
Fundamental concepts | S | O | O | |
Point and interval estimation | I | S | O | |
Tests for means, variances, and proportions | I | O | O | |
Paired comparison tests | I | O | O | |
Analysis of variance | O | O | O | |
Contingency tables | S | O | O | |
Nonparametric tests | S | O | O | |
Interrelationship diagraphs (IDs) | S | O | O | |
Interviewing techniques | O | O | O | |
IT applications | S | O | O | |
Just-in-time | I | S | S | |
Kaizen and you | A | A | A | |
Kaizen and process troubleshooting | S | O | O | |
Kaizen and teams | S | O | O | |
Kaikaku (transformation of mind) | I | S | O | |
Kanban | S | S | S | |
Kano model | S | O | O | |
Kendall coefficient of concordance | I | I | S | |
Knowledge management | I | S | O | |
KPIs | O | O | O | |
Kruskal-Wallis one-way analysis | I | S | S | |
Lean thinking | S | O | O | |
Levene test | I | S | S | |
Lognormal distribution | I | S | S | |
Loss function | S | O | O | |
Management theory history | I | S | O | |
Mann-Whitney U-test | I | S | S | |
Market segmentation | S | S | O | |
Matrix diagrams | O | O | O | |
Measure of dispersion | O | O | O | |
Measurement error | O | O | O | |
Measurement systems | S | O | O | |
analysis (MSA) | ||||
Measurement tools | O | O | O | |
Method of least squares | O | O | O | |
Mistake proofing (poka-yoke) | S | S | S | |
Mood’s median test | I | S | S | |
Motivating the workforce | S | O | O | |
Multivari analysis | S | O | O | |
Multiple linear regression | S | O | O | |
Negotiation techniques | O | O | O | |
Nominal group technique | O | O | O | |
Normal distribution | O | O | O | |
Normal probability plots | S | O | O | |
Null hypothesis | S | O | O | |
Opportunity cycle (protection, analysis, correction, measurement, prevent) | S | S | S | |
Project management | A | A | A | |
Organizational change management | O | O | O | |
Organizational culture diagnosis | S | O | O | |
Overall equipment effectiveness (OEE) | S | S | S | |
Pareto diagrams | A | A | A | |
Pattern and trend analysis | I | S | S | |
Plan-Do-Check-Act (PDCA) | S | S | S | |
Plan, Understand, Streamline, Implement Continuous Improvement (PUSIC) | S | O | O | |
Point of use storage (POUS) | O | O | O | |
Poisson distribution | S | O | O | |
Poka-yoke (mistake proofing) | S | S | S | |
Poor-quality cost | S | S | O | |
Portfolio project management | I | S | O | |
Prioritization matrices | O | O | O | |
Probability concepts | O | O | O | |
Probability density function | I | S | O | |
Probability plots | O | O | O | |
Process capability studies | O | O | O | |
Process decision program charts (PDPC) | S | O | O | |
Process elements | O | O | O | |
Process fail points matrix | S | S | S | |
Process mapping | O | O | O | |
Process performance matrix | S | O | O | |
Process redesign | S | O | O | |
Program evaluation and review technique (PERT) | I | S | S | |
Poisson series | I | S | O | |
Project decision analysis | I | S | O | |
Project financial benefits analysis | A | A | A | |
Project selection matrix | I | S | A | |
Pugh concept selection | I | I | I | |
Pull systems | S | O | O | |
Quality @ source | O | O | O | |
QFD (quality function deployment) | S | O | O | |
Qualitative factor | O | O | O | |
Quantitative factor | O | O | O | |
Re-engineering | I | S | O | |
Regression analysis | S | O | O | |
Reliability analysis | I | S | O | |
Response surface methodology (RSM) | I | S | S | |
Rewards and recognition | S | O | O | |
Risk analysis | A | A | A | |
Risk assessment | A | A | A | |
Robust design approach | S | O | O | |
Root cause analysis | A | A | A | |
Sampling | O | O | O | |
SCAMPER | S | S | S | |
Scatter diagrams | O | O | O | |
Seven basic tools | O | O | O | |
Sigma | O | O | O | |
Sigma conversion table | O | O | O | |
Signal-to-noise ratio | I | S | O | |
Simple language | S | O | O | |
Simple linear regression | S | O | O | |
Simplification approaches | O | O | O | |
Simulation modeling | I | S | O | |
Single-minute exchange of die (SMED) | I | S | O | |
Six Sigma metrics | I | S | O | |
Spearman rank correlation coefficient | I | S | O | |
Stakeholders | O | O | O | |
Standard work | A | S | S | |
Statistical process control | O | O | O | |
Statistical tolerance | S | S | O | |
Stem and leaf plots | I | S | O | |
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis | S | O | O | |
Structural roadblocks | S | O | O | |
Student’s t-distribution | I | S | O | |
Supplier controls | S | O | O | |
Supplier, inputs, process, outputs, customers (SIPOC) diagrams | O | O | O | |
Systematic design | S | S | O | |
Takt time | S | S | O | |
Team building | O | O | O | |
Team charter | A | A | A | |
Team management | A | A | A | |
Theory of constraints | S | S | O | |
Throughput yield (TPY) | I | S | S | |
Tollgates | O | A | A | |
Total Productive Maintenance (TPM) | S | S | O | |
Tree diagrams | O | O | O | |
TRIZ | I | I | I | |
Types of data | O | O | O | |
Types of teams | I | S | O | |
Value/No-value-added activities | S | O | O | |
Value stream analysis (mapping) | S | O | O | |
Value stream management | S | O | A | |
Variance (o2, s2) | I | O | O | |
Variation analysis | ||||
Rational subgroups | S | O | O | |
Sources of variability | S | O | O | |
Randomness testing | S | O | O | |
Precontrol techniques | I | S | O | |
Exponentially weighted moving average (EWMA) | I | S | S | |
Moving average | S | O | O | |
Visual factory/visual office | S | O | O | |
Voice of the customer (VOC) | A | A | A | |
Voice of the supplier (VOS) | O | O | O | |
Waste identification | A | A | A | |
Waste elimination | A | A | A | |
Weibull distribution | I | O | O | |
Wilcoxon-Mann-Whitney rank sum test | I | S | S | |
Work breakdown structure | O | O | O | |
Work standard | I | S | O | |
Z-value | I | S | O |
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