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CLSSBB Certified Lean Six Sigma Black Belt (CLSSBB)

September 14, 2019 by admin

CLSSBB Certified Lean Six Sigma Black Belt (CLSSBB)
Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their valued time to Six Sigma. They primarily focus on Six Sigma project execution and special leadership with special tasks, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Certified Lean Six Sigma Black Belt (CLSSBB) is well versed in the Lean Six Sigma Methodology who leads improvement projects, typically in a full time role. A Certified Lean Six Sigma Black Belt holder possesses a thorough understanding of all aspects within the phases of D-M-A-I-C. They understand how to perform and interpret 6 Sigma black belt tools and how to use standard principles of Lean. The Certified Lean Six Sigma Black Belt (CLSSBB) is a professional who can explain Six Sigma philosophies and principles, including supporting systems and tools.

A Black Belt should demonstrate team leadership, understand team dynamics and assign team member roles and responsibilities. Black Belts have a thorough understanding of all aspects of the DMAIC model in accordance with Six Sigma principles. They have basic knowledge of Lean enterprise concepts, are able to identify non-value-added elements and activities and are able to use specific tools.

The exam comprises of 150 Multiple Choice Questions out of which the candidate needs to score 75% (112 out of 150 correct) to pass the exam.

Exams are online and proctored based, using a webcam and a reliable internet connection exams can be taken anywhere and anytime.

The total duration of the exam is 3 hours (180 Minutes)

No external sources of information may be accessed during the exam held via ProctorU. Further details of the materials permitted are provided:

Identification Proof

Scientific Calculator will be provided via ProctorU while Exam Session is in progress.

If a Candidate does not pass the exam in the second (2nd) attempt, the candidate must wait for a period of at least fourteen (14) calendar days from the date of their attempt to retake the exam for third (3rd) time or any subsequent time.
The exam can be taken any number of times.

The Certified Lean Six Sigma Black Belt (CLSSBB)™ Certificate is valid for life.

Course Outline
1.1 Section I – Organizational Roadblocks and Lean Management

Organizational roadblocks
Resistance Analysis
Overview of all Continuous Improvement approaches
Overview of Lean
Overview of Six Sigma
Lean Management explained — TAKT Time, Cycle Time, PCE, Lead Time, SWIP, Setup time, Changeover time
Lean Tools explained — 5S, Kaizen, SMED, Heijunka

1.2 Section II – Pre-define DMAIC

DMAIC versus DFSS
Pre-define Pre-requisites and Qualifications
Project Prioritization Matrix
Introduction to Enterprise Wide view versus LOB view
NPV and IRR

1.2.2 Define

Champion’s transfer of project
Team dynamics and facilitation
Project Charter’s role
SIPOC/COPIS map
VOC/VOB/VOP
CTQ, CTC, CTS
VOC – CTQ Tree
Kano Model
Quality Function Deployment
Baseline performance of Y
Business Metrics for Y
Rolled Throughput Yield (RTY)
Statistical Definition of Six Sigma

1.3 Section III – Measure

Objectives of Measure Phase
Types of Data and Data Distribution models (Normal, Binomial and Poisson Distribution discussed)
Scales of Data
Measures of Central Tendency
Measures of Dispersion
Measurement Systems Analysis
Variables GAGE RR
Attribute RR
Stability Check — Importance of Stability
Capability Check — Cp, Cpk, Cpkm explained, How to understand Attribute Capability
Variations, Variability and Capability
Graphical tools to understand Data distribution
Understanding Weibull (2 Parameter, 3 Parameter and Rayleigh) Distribution
Correlating Calculations to Business Measures
Checking Normality of Data (Anderson Darling, Ryan Joiner and Kolmogorov Smirnov)

1.4 Section IV – Analyze

Objectives of Analyze
Simple Linear Regression
Multiple Linear Regression
Curvilinear Regression
Fishbone Diagram
Pareto Charts
Demarcating Common Causes and Special Causes
Hypothesis Tests (Parametric and Non-Parametric tests)
Statistical Validation


1.5 Section V – Improve

Objectives of Improve
Cost Benefit Analysis
Solutions Prioritization Matrix
Pugh Matrix
Design of Experiments
Introduction to DOE
Basics of DOE
Replication, Randomization and Blocking
Main Effects and Interaction effects
Full factorial experiments
Fractional factorial experiments
Screened Designs
Response Surface Designs
DOE with Regression
DOE with example

1.6 Section VI – Control

Taguchi’s Loss Function
Control Charts (Variable Control Charts and Attribute Control Charts)
Measurement System Re-analysis
Control Plan and Project Storyboard Transfer
Project Closure
Introduction to Total Productive Maintenance
Lean Process Improvement

Lean Process Improvement

Understanding Lean
The Toyota Production System
The Toyota Production System House
The Five Critical Improvement Concepts
Understanding Value with the Kano Model
Types of Waste
Creating a Lean Enterprise
Understanding Lean
The Plan, Do, Study, Act (PDSA) Cycle
Using the R-DMAIC-S Model
Lean Thinking Tools
Kaizen Events
Data Gathering and Mapping

QUESTION: 1
A ___________ is used primarily to track the stability of the average value of a metric of interest.

A. NP Chart
B. Xbar-R Chart
C. I-MR Chart
D. C Chart

Answer: B

QUESTION: 2
For her injection molding project a Belt needed to track the percentage of defectives of a particular
sample set so she used a ___________ to display the data?

A. Individual Chart
B. C Chart
C. Xbar Chart
D. P Chart

Answer: D

QUESTION: 3
Which of these graphs demonstrates conditions which would be sufficient to enable OCAP for the process?

A. Xbar Chart
B. Time Series Chart
C. Neither
D. Both

Answer: A

QUESTION: 4
Control Charts were developed by Dr. Shewhart to track data over time. To detect Special Cause variation the Control Charts use which of these?

A. Data shift analysis
B. Outlier analysis methods
C. Center Line and Control Limits
D. None of the above

Answer: C

QUESTION: 5
Common and ______________ Cause Variation are the focus of Statistical Process Control.

A. Uncommon
CLSSBB GAQM
B. Ordinary
C. Special
D. Selective

Answer: C

QUESTION: 6
Special Cause Variation falls into which two categories?

A. Natural & Unnatural
B. Short Term & Long Term
C. Assignable & Pattern
D. Attribute & Discreet

Answer: C

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