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Certiied Six SigmaGreen Belt

Quality excellence to enhance yourcareer and boost your organizationsbottom line

asq.org/certifcation


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2 Certied 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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3Certied Six Sigma Green Belt

ExaminationEach certiication candidate is requiredto pass a written examination that con-sists o multiple-choice questions thatmeasure comprehension o the Body oKnowledge. The Six Sigma Green Beltexamination is a our-hour, 100-ques-tion exam. It is oered in the Englishlanguage only.

Required Experience

Six Sigma Green Belts are employeeswho spend some o their time on pro-cess improvement teams. They analyzeand solve quality problems, and areinvolved with Six Sigma, lean, or otherquality improvement projects. The SixSigma Green Belt certiication requiresthree years o work experience in one ormore areas o the Six Sigma Green Belt

Body o Knowledge. Work experiencemust be in a ull-time, paid role. Paidintern, co-op, or any other course workcannot be applied toward the work expe-rience requirement. Educational waiversare not granted.

Minimum Expectations or aCertiied Six Sigma Green Belt

Operates in support o or under thesupervision o a Six Sigma Black Belt

Analyzes and solves quality problems

Involved in quality improvementprojects

Participated in a project, but has notled a project

Has at least three years o workexperience

Has ability to demonstrate knowledgeo Six Sigma tools and 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.

Inormation

For comprehensive exam inormation on Six Sigma Green Beltcertiication, visit asq.org/certiication.

Certiied Six Sigma Green Belt


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IOverview: Six Sigma and theOrganization (15 Questions)

A. Six Sigma and Organizational Goals

1. Value o Six SigmaRecognize why organizationsuse Six Sigma, how they applyits philosophy and goals, andthe origins o Six Sigma (Juran,Deming, Shewhart, etc.). Describehow process inputs, outputs,and eedback impact the larger

organization. (Understand)

2. Organizational drivers and metricsRecognize key drivers orbusiness (prot, market share,customer satisaction, eciency,product dierentiation) and howkey metrics and scorecards aredeveloped and impact the entireorganization. (Understand)

3. Organizational goals and Six

Sigma projectsDescribe the project selectionprocess including knowing whento use Six Sigma improvementmethodology (DMAIC) asopposed to other problem-solving tools, and conrm thatthe project supports and islinked to organizational goals.(Understand)

B. Lean Principles in the Organization

1. Lean concepts and toolsDene and describe conceptssuch as value chain, fow, pull,perection, etc., and toolscommonly used to eliminatewaste, including kaizen, 5S, error-proong, value-stream mapping,etc. (Understand)

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

Identiy waste in terms o excessinventory, space, test inspection,rework, transportation,storage, etc., and reduce cycletime to improve throughput.(Understand)

3. Theory o constraintsDescribe the theory o constraints.(Understand)

C. Design or Six Sigma (DFSS)in the Organization

1. Quality unction deployment(QFD)Describe how QFD ts intothe overall DFSS process.(Understand) [Note: theapplication o QFD is coveredin II.A.6.]

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 rather is intended to clarify how topics

are related to the role of the Certified Six Sigma

Green Belt (SSGB). The descriptor in parenthesesat 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.

Certiied Six Sigma Green BeltBody o Knowledge


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2. Design and process ailuremode and eects analysis(DFMEA & PFMEA)Dene and distinguish betweendesign FMEA (DFMEA) andprocess (PFMEA) and interpretassociated data. (Analyze)[Note: the application o FMEAis covered in II.D.2.]

3. Road maps or DFSSDescribe and distinguish betweenDMADV (dene, measure,analyze, design, veriy) and IDOV(identiy, design, optimize, veriy),and identiy how they relate toDMAIC and how they help closethe loop on improving the end

product/process during the design(DFSS) phase. (Understand)

II Six SigmaDefine(25 Questions)

A. Process Management or Projects

1. Process elementsDene and describe processcomponents and boundaries.Recognize how processes cross

various unctional areas and thechallenges that result or processimprovement eorts. (Analyze)

2. Owners and stakeholdersIdentiy process owners, internaland external customers, andother stakeholders in a project.(Apply)

3. Identiy customers

Identiy and classiy internal andexternal customers as applicableto a particular project, and showhow projects impact customers.(Apply)

4. Collect customer dataUse various methods to collectcustomer eedback (e.g., surveys,ocus groups, interviews,observation) and identiy thekey elements that make these

tools eective. Review surveyquestions to eliminate bias,vagueness, etc. (Apply)

5. Analyze customer dataUse graphical, statistical, andqualitative tools to analyzecustomer eedback. (Analyze)


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6. Translate customer requirementsAssist in translating customereedback into project goals andobjectives, including criticalto quality (CTQ) attributes andrequirements statements. Usevoice o the customer analysistools such as quality unctiondeployment (QFD) to translatecustomer requirements intoperormance measures. (Apply)

B. Project Management Basics

1. Project charter andproblem statementDene and describe elements oa project charter and develop aproblem statement, including

baseline and improvement goals.(Apply)

2. Project scopeAssist with the development oproject denition/scope usingPareto charts, process maps, etc.(Apply)

3. Project metricsAssist with the developmento primary and consequential

metrics (e.g., quality, cycle time,cost) and establish key projectmetrics that relate to the voice othe customer. (Apply)

4. Project planning toolsUse project tools such as Ganttcharts, critical path method(CPM), and program evaluationand review technique (PERT)charts, etc. (Apply)

5. Project documentationProvide input and select theproper vehicle or presentingproject documentation (e.g.,spreadsheet output, storyboards,etc.) at phase reviews,management reviews, and otherpresentations. (Apply)

6. Project risk analysisDescribe the purpose andbeneit o project risk analysis,

including resources, inancials,impact on customers and otherstakeholders, etc. (Understand)

7. Project closureDescribe the objectives achievedand apply the lessons learned toidentiy additional opportunities.(Apply)


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C. Management and Planning Tools

Dene, select, and use 1) anitydiagrams, 2) interrelationshipdigraphs, 3) tree diagrams,4) prioritization matrices, 5) matrixdiagrams, 6) process decision

program (PDPC) charts, and7) activity network diagrams.(Apply)

D. Business Results or Projects

1. Process perormanceCalculate process perormancemetrics such as deects perunit (DPU), rolled throughoutyield (RTY), cost o poorquality (COPQ), deects permillion opportunities (DPMO)sigma levels and processcapability indices. Track processperormance measures to driveproject decisions. (Analyze)

2. Failure mode and eects analysis(FMEA)Dene and describe ailure modeand eects analysis (FMEA).Describe the purpose and useo scale criteria and calculate

the risk priority number (RPN).(Analyze)

E. Team Dynamics and Perormance

1. Team stages and dynamicsDene and describe the stageso team evolution, includingorming, storming, norming,perorming, adjourning, and

recognition. Identiy and helpresolve negative dynamicssuch as overbearing, dominant,or reluctant participants, theunquestioned acceptance oopinions as acts, groupthink,euding, foundering, the rushto accomplishment, attribution,discounts, plops, digressions,tangents, etc. (Understand)

2. Six Sigma and other team roles

and responsibilitiesDescribe and dene the roles andresponsibilities o participantson six sigma and other teams,including black belt, masterblack belt, green belt, champion,executive, coach, acilitator,team member, sponsor, processowner, etc. (Apply)

3. Team toolsDene and apply team tools suchas brainstorming, nominal grouptechnique, multi-voting, etc.(Apply)

4. CommunicationUse eective and appropriatecommunication techniques ordierent situations to overcomebarriers to project success.(Apply)

III ISix SigmaMeasure(30 Questions)

A. Process Analysis and Documentation

1. Process modelingDevelop and review processmaps, written procedures, workinstructions, fowcharts, etc.(Analyze)

2. Process inputs and outputs

Identiy process input variablesand process output variables(SIPOC), and document theirrelationships through causeand eect diagrams, relationalmatrices, etc. (Analyze)


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B. Probability and Statistics

1. Drawing valid statisticalconclusionsDistinguish between enumerative(descriptive) and analytical(inerential) studies, and

distinguish between a populationparameter and a sample statistic.(Apply)

2. Central limit theorem andsampling distribution o the meanDene the central limit theoremand describe its signicancein the application o inerentialstatistics or condence intervals,control charts, etc. (Apply)

3. Basic probability conceptsDescribe and apply conceptssuch as independence, mutuallyexclusive, multiplication rules, etc.(Apply)

C. Collecting and Summarizing Data

1. Types o data andmeasurement scalesIdentiy and classiy continuous(variables) and discrete (attributes)data. Describe and deine

nominal, ordinal, interval, andratio measurement scales.(Analyze)

2. Data collection methodsDene and apply methods orcollecting data such as checksheets, coded data, etc. (Apply)

3. Techniques or assuring dataaccuracy and integrity

Dene and apply techniques suchas random sampling, stratiedsampling, sample homogeneity,etc. (Apply)

4. Descriptive statisticsDene, compute, and interpretmeasures o dispersion andcentral tendency, and constructand interpret requencydistributions and cumulativerequency distributions. (Analyze)

5. Graphical methodsDepict relationships byconstructing, applying andinterpreting diagrams and chartssuch as stem-and-lea plots,box-and-whisker plots, runcharts, scatter diagrams, Paretocharts, etc. Depict distributionsby constructing, applying, andinterpreting diagrams such ashistograms, normal probabilityplots, etc. (Create)


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D. Probability DistributionsDescribe and interpret normal,binomial, and Poisson, chi square,Students t, and F distributions.(Apply)

E. Measurement System Analysis

Calculate, analyze, andinterpret measurement systemcapability using repeatabilityand reproducibility (GR&R),measurement correlation, bias,linearity, percent agreement, andprecision/tolerance (P/T).(Evaluate)

F. Process Capability and Perormance

1. Process capability studiesIdentiy, describe, and applythe elements o designing andconducting process capabilitystudies, including identiyingcharacteristics, identiyingspecications and tolerances,developing sampling plans, andveriying stability and normality.(Evaluate)

2. Process perormance vs.specifcationDistinguish between naturalprocess limits and specicationlimits, and calculate processperormance metrics such aspercent deective. (Evaluate)

3. Process capability indicesDene, select, and calculate Cpand Cpk, and assess processcapability. (Evaluate)

4. Process perormance indicesDene, select, and calculate Pp,Ppk, Cpm, and assess processperormance. (Evaluate)

5. Short-term vs. long-termcapabilityDescribe the assumptionsand conventions that areappropriate when only short-term data are collected andwhen only attributes data areavailable. Describe the changesin relationships that occurwhen long-term data are used,and interpret the relationshipbetween long- and short-termcapability as it relates to a 1.5sigma shit. (Evaluate)


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6. Process capability orattributes dataCompute the sigma level ora process and describe itsrelationship to Ppk. (Apply)

IV Six SigmaAnalyze(15 Questions)

A. Exploratory Data Analysis

1. Multi-vari studiesCreate and interpret multi-varistudies to interpret the dierencebetween positional, cyclical,and temporal variation; applysampling plans to investigatethe largest sources o variation.

(Create)

2. Simple linear correlationand regressionInterpret the correlation coeicientand determine its statisticalsigniicance (p-value); recognizethe dierence between correlationand causation. Interpret thelinear regression equationand determine its statisticalsigniicance (p-value). Useregression models or estimationand prediction. (Evaluate)

B. Hypothesis Testing

1. BasicsDene and distinguish betweenstatistical and practicalsignicance and apply tests orsignicance level, power, type Iand type II errors. Determineappropriate sample size or

various tests. (Apply)

2. Tests or means, variances,and proportionsDene, compare, and contraststatistical and practicalsignicance. (Apply)

3. Paired-comparison testsDene and describe paired-comparison parametrichypothesis tests. (Understand)

4. Single-actor analysis o variance(ANOVA)Dene terms related to one-way ANOVAs and interpret theirresults and data plots. (Apply)

5. Chi squareDene and interpret chi squareand use it to determine statisticalsignicance. (Analyze)

V Six SigmaImproveand Control(15 Questions)

A. Design o Experiments (DOE)

1. Basic termsDene and describe basic DOE

terms such as independent anddependent variables, actorsand levels, response, treatment,error, repetition, and replication.(Understand)

2. Main eectsInterpret main eects andinteraction plots. (Apply)

B. Statistical Process Control (SPC)

1. Objectives and benefts

Describe the objectives andbeneits o SPC, includingcontrolling process perormance,identiying special and commoncauses, etc. (Analyze)

2. Rational subgroupingDene and describe howrational subgrouping is used.(Understand)

3. Selection and application o

control chartsIdentiy, select, construct,and apply the ollowing typeso control charts: X

-R, X

-s,

individuals and moving range(ImR/XmR), median (x ) , p, np, c,and u. (Apply)

4. Analysis o control chartsInterpret control charts anddistinguish between commonand special causes using rules

or determining statisticalcontrol. (Analyze)

C. Implement and Validate SolutionsUse various improvement methodssuch as brainstorming, main eectsanalysis, multi-vari studies, FMEA,measurement system capabilityre-analysis, and post-improvementcapability analysis to identiy,implement, and validate solutionsthrough F-test, t-test, etc. (Create)

D. Control PlanAssist in developing a control planto document and hold the gains,and assist in implementing controlsand monitoring systems. (Apply)


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

UnderstandRead 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 toone 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 is

appropriate to examine further or from whichsupported conclusions can be drawn.

Visit asq.org/certiicationor comprehensive exam inormation.

Levels o CognitionBased on Blooms TaxonomyRevised (2001)In addition to content speciics, the subtext detail also indicates the intendedcomplexity level o the test questions or that topic. These levels are based on Levelso Cognition (rom Blooms TaxonomyRevised,2001) and are presented below inrank order, rom least complex to most complex.


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Enhance your career with ASQ certiication today! Visit www.asq.org/certiication or complete certiication inormation including:

Applications

Available certiications and language options

Reerence materials

Study guides and test-taking tips

Comprehensive exam inormation

ASQ Sections

International contacts

Endorsements

Enhance your careerwith ASQ certiication

today!

Visit asq.org/certiicationor additional certiicationinormation including:

Applications

Available certiications andinternational language options

Reerence materials

Study guides and test-taking tips

Comprehensive examinormation

ASQ sections International contacts

Endorsements

Item B1506

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