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Certified Six SigmaGreen Belt

Quality excellence to enhance yourcareer and boost your organizationsbottom line

asq.org/cert The Global Voice of QualityTM


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2 Certified Six Sigma Green Belt

Certification from ASQ

is considered a mark ofquality excellence in many

industries. It helps you advance your

career and boosts your organizations

bottom line through your mastery of

quality skills. Becoming certified as a

Six Sigma Green Belt confirms your

commitment to quality and the positive

impact it will have on your organization.


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3Certified Six Sigma Green Belt

ExaminationEach certification candidate is requiredto pass a written examination thatconsists of multiple-choice questionsthat measure comprehension of theBody of Knowledge. The Six SigmaGreen Belt examination is a four-hour,100-question exam. It is offered in theEnglish language only.

Required Experience

Six Sigma Green Belts are employeeswho spend some of their time onprocess improvement teams. Theyanalyze and solve quality problems,and are involved with Six Sigma, lean,or other quality improvement projects.The Six Sigma Green Belt certificationrequires three years of work experiencein one or more areas of the Six Sigma

Green Belt Body of Knowledge. Workexperience must be in a full-time, paidrole. Paid intern, co-op, or any othercourse work cannot be applied towardthe work experience requirement.Educational waivers are not granted.

Minimum Expectations for aCertified Six Sigma Green Belt

Operates in support of or under thesupervision of a project sponsor orSix Sigma Black Belt.

Analyzes and solves quality problems.

Involved in quality or continuousimprovement projects.

Has at least three years of workexperience in one or more areas ofthe Six Sigma Green Belt Body ofKnowledge. Work experience mustbe in a full-time, paid role. Paidintern, co-op or any other coursework cannot be applied towardthe work experience requirement.Educational waivers are not granted.

Has ability to demonstrate their

knowledge of Six Sigma toolsand processes.

The Six Sigma Green Beltoperates in support or under

the supervision of a Six

Sigma Black Belt, analyzes

and solves quality problems,

and is involved in quality

improvement projects. A Green

Belt has at least three yearsof work experience and wants

to demonstrate his or her

knowledge of Six Sigma tools

and processes.

Information

For comprehensive exam information on Six Sigma Green Beltcertification, visit asq.org/cert.

Certified Six Sigma Green Belt


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I Overview: Six Sigma and theOrganization (13 Questions)

A. Six Sigma and Organizational Goals

1. Value of Six SigmaRecognize why organizations useSix Sigma, how they apply its

philosophy and goals, and theevolution of Six Sigma from qualityleaders such as Juran, Deming,Shewhart, Ishikawa, and others.(Understand)

2. Organizational goals andSix Sigma projectsIdentify the linkages and supportsthat need to be establishedbetween a selected Six Sigmaproject and the organizations

goals, and describe how processinputs, outputs, and feedbackat all levels can influencethe organization as a whole.(Understand)

3. Organizational drivers and metricsRecognize key business drivers(profit, market share, customersatisfaction, efficiency, productdifferentiation) for all types oforganizations. Understand howkey metrics and scorecards are

developed and how they impact theentire organization. (Understand)

B. Lean Principles in the Organization

1. Lean conceptsDefine and describe lean conceptssuch as theory of constraints, valuechain, flow, and perfection. (Apply)

2. Value stream mappingUse value stream mapping toidentify value-added processes and

steps or processes that producewaste, including excess inventory,unused space, test inspection,rework, transportation, and storage.(Understand)

The topicsincluded in this Body of Knowledge (BoK) are explanations (subtext)

and cognitive levels for each topic or subtopic in the test. These details willbe 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 (CSSGB).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.

Certified Six Sigma Green BeltBody of Knowledge


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C. Design for Six Sigma (DfSS)Methodologies

1. Road maps for DfSS Distinguish between DMADV

(define, measure, analyze, design,verify) and IDOV (identify, design,

optimize, verify), and recognizehow they align with DMAIC.Describe how these methodologiesare used for improving the endproduct or process during thedesign (DfSS) phase. (Understand)

2. Basic failure mode and effectsanalysis (FMEA)Use FMEA to evaluate a process orproduct and determine what mightcause it to fail and the effects that

failure could have. Identify anduse scale criteria, calculate the riskpriority number (RPN), and analyzethe results. (Analyze)

3. Design FMEA and process FMEADefine and distinguish betweenthese two uses of FMEA. (Apply)

II Define Phase (23 Questions)

A. Project Identification 1. Project selection Describe the project selection

process and what factors shouldbe considered in deciding whetherto use the Six Sigma DMAICmethodology or another problem-solving process. (Understand)

2. Process elements Define and describe process

components and boundaries.

Recognize how processes crossvarious functional areas and thechallenges that result for processimprovement efforts. (Analyze)

3. BenchmarkingUnderstand various typesof benchmarking, includingcompetitive, collaborative, andbest practices. (Understand)

4. Process inputs and outputs

Identify process input and outputvariables and evaluate theirrelationships using the supplier,input, process, output, customer(SIPOC) model. (Analyze)

5. Owners and stakeholdersIdentify the process owners andother stakeholders in a project.(Apply)

B. Voice of the Customer (VoC)

1. Customer identification Identify the internal and external

customers of a project, and whateffect the project will have onthem. (Apply)

2. Customer dataCollect feedback from customersusing surveys, focus groups,interviews, and various formsof observation. Identify the keyelements that make these toolseffective. Review data collectionquestions to eliminate vagueness,ambiguity, and any unintendedbias. (Apply)

3. Customer requirements Use quality function deployment

(QFD) to translate customerrequirements statements intoproduct features, performancemeasures, or opportunities forimprovement. Use weightingmethods as needed to amplifythe importance and urgency ofdifferent kinds of input; telephonecall vs. survey response; productcomplaint vs. expedited servicerequest. (Apply)


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C. Project Management Basics

1. Project charterDefine and describe elements ofa project charter and develop aproblem statement that includesbaseline data or current status

to be improved and the projectsgoals. (Apply)

2. Project scope Help define the scope of the project

using process maps, Pareto charts,and other quality tools. (Apply)

3. Project metrics Help develop primary metrics

(reduce defect levels by x-amount)and consequential metrics (thenegative effects that making theplanned improvement mightcause). (Apply)

4. Project planning tools Use Gantt charts, critical path

method (CPM), and programevaluation and review technique(PERT) charts to plan projects andmonitor their progress. (Apply)

5. Project documentationDescribe the types of data andinput needed to document aproject. Identify and help developappropriate presentation tools(storyboards, spreadsheetsummary of results) for phasereviews and management updates.(Apply)

6. Project risk analysisDescribe the elements of aproject risk analysis, includingfeasibility, potential impact,and risk priority number (RPN).Identify the potential effect riskcan have on project goals andschedule, resources (materials

and personnel), costs andother financial measures, andstakeholders. (Understand)

7. Project closureReview with team membersand sponsors the projectobjectives achieved in relationto the charter and ensure thatdocumentation is completed andstored appropriately. Identifylessons learned and inform other

parts of the organization aboutopportunities for improvement.(Apply)


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D. Management and Planning Tools Define, select, and apply these tools:

1) affinity diagrams,2) interrelationship digraphs,3) tree diagrams, 4) prioritizationmatrices, 5) matrix diagrams,6) process decision program charts(PDPC), and 7) activity networkdiagrams. (Apply)

E. 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 processperformance measures to driveproject decisions. (Analyze)

2. Communication Define and describe

communication techniquesused in organizations: top-down,bottom-up, and horizontal. (Apply)

F. 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 negativedynamics such as overbearing,dominant, or reluctant participants,the unquestioned acceptance ofopinions as facts, groupthink,feuding, floundering, the rushto accomplishment, attribution,discounts, digressions, andtangents. (Understand)

2. Team roles and responsibilities Describe and define the roles and

responsibilities of participantson Six Sigma and other teams,including Black Belt, MasterBlack Belt, Green Belt, champion,executive, coach, facilitator, teammember, sponsor, and processowner. (Apply)

3. Team tools Define and apply team tools such

as brainstorming, nominal grouptechnique, and multivoting. (Apply)


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4. Team CommunicationIdentify and use appropriatecommunication methods (bothwithin the team and from the teamto various stakeholders) to reportprogress, conduct reviews, andsupport the overall success of theproject. (Apply)

III Measure Phase (23 Questions)

A. Process Analysis and Documentation Develop process maps and review

written procedures, work instructions,and flowcharts to identify any gapsor areas of the process that aremisaligned. (Create)

B. Probability and Statistics 1. Basic probability concepts

Identify and use basic probabilityconcepts: independent events,mutually exclusive events,multiplication rules, permutations,and combinations. (Apply)

2. Central limit theoremDefine the central limit theoremand describe its significance in

relation to confidence intervals,hypothesis testing, and controlcharts. (Understand)

C. Statistical Distributions Define and describe various

distributions as they apply tostatistical process control andprobability: normal, binomial,Poisson, chi square, Students t,and F. (Understand)

D. Collecting and Summarizing Data

1. Types of data andmeasurement scales

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

2. Sampling and datacollection methodsDefine and apply various samplingmethods (random and stratified)and data collection methods (checksheets and data coding). (Apply)

3. Descriptive statisticsDefine, calculate, and interpretmeasures of dispersion and centraltendency. Develop and interpretfrequency distributions andcumulative frequency distributions.

(Evaluate)


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4. Graphical methods Construct and interpret diagrams

and charts that are designed tocommunicate numerical analysisefficiently, including scatterdiagrams, normal probability plots,histograms, stem-and-leaf plots,box-and-whisker plots. (Create)

E. Measurement System Analysis (MSA) Calculate, analyze, and interpret

measurement system capabilityusing gauge repeatability andreproducibility (GR&R) studies,measurement correlation, bias,linearity, percent agreement, andprecision/tolerance (P/T). (Evaluate)

F. Process and Performance Capability

1. Process performance vs.process specificationsDefine and distinguish betweennatural process limits andspecification limits, and calculateprocess performance metrics.(Evaluate)

2. Process capability studiesDefine, describe, and conductprocess capability studies,

including identifying characteristics,specifications, and tolerances, andverifying stability and normality.(Evaluate)

3. Process capability (Cp, Cpk)and process performance(Pp, Ppk) indices

Describe the relationshipbetween these types of indices.Define, select, and calculateprocess capability and processperformance. Describe when Cpmmeasures can be used. Calculatethe sigma level of a process.(Evaluate)

4. Short-term vs. long-term capabilityand sigma shift

Describe the assumptions andconventions that are appropriateto use when only short-term dataare used. Identify and calculate the

sigma shift that occurs when long-and short-term data are compared.(Evaluate)

IV Analyze Phase (15 Questions)

A. Exploratory Data Analysis

1. Multi-vari studiesSelect appropriate samplingplans to create multi-vari studycharts and interpret the results forpositional, cyclical, and temporalvariation. (Create)


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2. Correlation and linear regressionDescribe the difference between

correlation and causation. Calculatethe correlation coefficient andlinear regression and interpretthe results in terms of statisticalsignificance (p-value). Useregression models for estimationand prediction. (Evaluate)

B. Hypothesis Testing

1. BasicsDistinguish between statistical and

practical significance. Determineappropriate sample sizes anddevelop tests for significance level,power, and type I and type II errors.(Apply)

2. Tests for means, variances,and proportions

Conduct hypothesis tests tocompare means, variances, andproportions (paired-comparisont-test, F-test, analysis of variance[ANOVA], chi square) and interpretthe results. (Analyze)

V Improve Phase (15 Questions)

A. Design of Experiments (DoE)

1. Basic terms Define and describe terms such

as independent and dependentvariables, factors and levels,

responses, treatments, errors,repetition, blocks, randomization,effects, and replication.(Understand)

2. DoE graphs and plotsInterpret main effects analysisand interaction plots. (Apply)

B. Root Cause AnalysisUse cause and effect diagrams,relational matrices, and other

problem-solving tools to identify thetrue cause of a problem. (Analyze)

C. Lean Tools

1. Waste eliminationSelect and apply tools andtechniques for eliminating orpreventing waste, including pullsystems, kanban, 5S, standardwork, and poka-yoke. (Apply)

2. Cycle-time reductionUse various techniques to reduce

cycle time (continuous flow, setupreduction). (Analyze)

3. Kaizen and kaizen blitzDefine and distinguish betweenthese two methods and apply themin various situations. (Apply)

VI Control Phase(11 Questions)

A. Statistical Process Control (SPC)

1. SPC Basics Describe the theory and objectives

of SPC, including measuring andmonitoring process performancefor both continuous and discretedata. Define and distinguishbetween common and specialcause variation and how theseconditions can be deduced fromcontrol chart analysis. (Analyze)

2. Rational subgroupingDefine and describe how rationalsubgrouping is used. (Understand)

3. Control chartsIdentify, select, construct, and usecontrol charts: X

-R, X

-s, individual

and moving range (ImR or XmR),median, p, np, c, and u. (Apply)

B. Control Plan Assist in developing and

implementing a control plan todocument and monitor the processand maintain the improvements.(Apply)

C. Lean Tools for Process Control

1. Total productive maintenance(TPM)

Define the elements of TPM anddescribe how it can be used tocontrol the improved process.(Understand)

2. Visual factory Define the elements of a visual

factory and describe how it canbe used to control the improvedprocess. (Understand)


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RememberRecall or recognize terms, definitions, facts,ideas, materials, patterns, sequences,methods, principles, etc.

Understand

Read and understand descriptions,communications, reports, tables, diagrams,directions, regulations, etc.

ApplyKnow when and how to use ideas,procedures, methods, formulas, principles,theories, etc.

AnalyzeBreak down information into its constituentparts and recognize their relationship to

one another and how they are organized;identify sublevel factors or salient data froma complex scenario.

EvaluateMake judgments about the value ofproposed ideas, solutions, etc., bycomparing the proposal to specificcriteria or standards.

CreatePut parts or elements together in sucha way as to reveal a pattern or structurenot clearly there before; identify whichdata or information from a complex set isappropriate to examine further or from whichsupported conclusions can be drawn.

Levels of Cognition

Based on Blooms TaxonomyRevised (2001)In addition to contentspecifics, the subtext for each topic in this BoK also indicates theintended complexity levelof the test questions for that topic. These levels are basedon Levels of Cognition (from Blooms Taxonomy Revised, 2001) and are presentedbelow in rank order, from least complex to most complex.

Visit asq.org/certfor comprehensive exam information.


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Enhance your career with ASQ certification today! Visit www.asq.org/certification for complete certification information including:

Applications

Available certifications and language options

Reference materials

Study guides and test-taking tips

Comprehensive exam information

ASQ Sections

International contacts

Endorsements

Enhance your careerwith ASQ certification today!

Visit asq.org/certforadditional certificationinformation including:

Applications

Available certifications and

international language options

Reference materials

Study guides and test-taking tips

Comprehensive examinformation

ASQ sections

International contacts

Endorsements

Item B1506

Documents

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