Seis sigma

101 Things A Six Sigma Black Belt Should Know By Thomas Pyzdek Reproduction permitted providing copyright notice remains in tact and no changes are made to the content Copyright © 2000 by Thomas Pyzdek, all rights reserved 1. In general, a Six Sigma Black Belt should be quantitatively oriented. 2. With minimal guidance, the Six Sigma Black Belt should be able to use data to convert broadgeneralizations into actionable goals. 3. The Six Sigma Black Belt should be able to make the business case for attempting to accomplish these goals. 4. The Six Sigma Black Belt should be able to develop detailed plans for achieving those goals. 5. The Six Sigma Black Belt should be able to measure progress towards the goals in terms meaningful to customers and leaders. 6. The Six Sigma Black Belt shouldknow how to establish control systems for maintaining the gains achieved through Six Sigma. 7. The Six Sigma Black Belt should understand and be able to communicate the rationale for continuous improvement, even after initial goals have been accomplished. 8. The Six Sigma Black Belt should be familiar with research that quantifies the benefits firms have obtained from Six Sigma. 9. The Six SigmaBlack Belt should know or be able to find the PPM rates associated with different sigma levels (e.g., Six Sigma = 3.4 PPM) 10. The Six Sigma Black Belt should know the approximate relative cost of poor quality associated with various sigma levels (e.g., three sigma firms report 25% COPQ). 11. The Six Sigma Black Belt should know how to quantitatively analyze data from employee and customer surveys.This includes evaluating survey reliability and validity as well as the differences between surveys. 12. The Six Sigma Black Belt should understand the roles of the various people involved in change (senior leader, champion, mentor, change agent, technical leader, team leader, facilitator). 13. The Six Sigma Black Belt should be able to design, test, and analyze customer surveys. 14. Given two ormore sets of survey data, the Six Sigma Black Belt should be able to determine if there are statistically significant differences between them. 15. The Six Sigma Black Belt should be able to quantify the value of customer retention. 16. Given a partly completed QFD matrix, the Six Sigma Black Belt should be able to complete it. 17. The Six Sigma Black Belt should be able to compute the value ofmoney held or invested over time, including present value and future value of a fixed sum. 18. The Six Sigma Black Belt should be able to compute PV and FV values for various compounding periods. 19. The Six Sigma Black Belt should be able to compute the break even point for a project. 20. The Six Sigma Black Belt should be able to compute the net present value of cash flow streams, and to use theresults to choose among competing projects. 21. The Six Sigma Black Belt should be able to compute the internal rate of return for cash flow streams and to use the results to choose among competing projects. 22. The Six Sigma Black Belt should know the COPQ rationale for Six Sigma, i.e., he should be able to explain what to do if COPQ analysis indicates that the optimum for a given process is lessthan Six Sigma. 23. The Six Sigma Black Belt should know the basic COPQ categories and be able to allocate a list of costs to the correct category. 24. Given a table of COPQ data over time, the Six Sigma Black Belt should be able to perform a statistical analysis of the trend. 25. Given a table of COPQ data over time, the Six Sigma Black Belt should be able to perform a statistical analysis ofthe distribution of costs among the various categories. 26. Given a list of tasks for a project, their times to complete, and their precedence relationships, the Six Sigma Black Belt should be able to compute the time to completion for the project, the earliest completion times, the latest completion times and the slack times. He should also be able to identify which tasks are on the critical...