美国质量协会黑带认证考试大纲中英文版.docx

1、美国质量协会黑带认证考试大纲中英文版CSSBB of ASQ(美国质量协会黑带认证考试大纲中英文版）CSSBB ExamObjective目的 To provide recognized Six Sigma fundamental training and to prepare persons interested in taking the CSSBB examination.本书提供给认可的六西格玛的人的基础培训或有兴趣参加六西格玛黑带认证考试的人们.Certification认证 Certification is the independently verified prescribed

2、 level of knowledge as defined through a combination of experience, projects and examination.本认证是通过综合规定的经验、项目和考试的知识水平进行独立的考核。The CSSBB Is a professional who can carry out in responsible manner proven techniques which make up the body of knowledge recognized by those who are experts in Six Sigma.被认证的

3、六西格玛黑带能够以负责任的方式执行被六西格玛专家认可而组成的知识主体的技术。Eligibility资格 CSSBB Participants must register with ASQ headquarters. Eligibility requires two completed projects with signed affidavits or one completed project with signed affidavit and three year work experience within the Six Sigma Body of Knowledge. No educ

4、ation waiver is given.参加认证的六西格玛黑带必须经过ASQ总部的注册。所有参加认证的人员必须做过两个完整的项目并有相关的书面报告或者做过一个完整的项目并有相关的书面报告及三年六西格玛工作经验，没有相关知识的人视为主动放弃。Cost费用 The national test fee is determined by ASQ and is detailed in the CSSBB brochure.全国性的考试费用由ASQ决定并在CSSBB手册里有详细说明。Location考场Proctors are provided by ASQ sections in your area

5、. 监考人员将由你所在区域的ASQ部门提供。Duration考试时间 The test lasts 4 hours and begins at an advised time (typically 8 or 9 A.M. The exam is open book and consists of multiple choice questions. Exams are given twice a year.本考试持续四个小时，一般情况是从上午8点或9点开始。考试是开卷考试，由若干选择题组成。每年组织两次考试。Other DetailsCan be obtained by calling ASQ

6、 headquarters at 1-800-248-1946 or 1-800-952-6587. Ask for the certification department. They will send a CSSBB brochure free of charge. The web address for ASQ is http:/www.asq.org欲想了解更多其他细节请拨打ASQ总部电话1-800-248-1946 或者 1-800-952-6587咨询相关负责认证的部门。他们会免费给你邮寄六西格玛黑带认证的手册。 或者你也可以登录ASQ网站http:/www.asq.orgBib

7、liography Sources参考书目The CSSBB student should obtain the bibliography furnished by ASQ. Currently, that list is massive. The sources recommended by the authors include:ASQ可以为参加六西格玛黑带认证的学员提供一些参考书籍。目前，这样的书目很多，以下是作者建议给大家的一些资料：Breyfogle, F. (1998 Implementing Six Sigma: Smarter Solutions Using Statistic

8、al Methods. John Wiley & Sons.Pande, P.S., Newman, P.R., & Cavanaugh, R.R. (2000 The Six Sigma Way. New York: McGraw-Hill.Harry, Mikel, &Schroeder, R. (2000 Six Sigma: The Breakthrough Management Strategy Revolutionizing the Worlds Top Corporations. Doubleday.Scholtes, P. R., Joiner, B. L., & Streib

9、el, B. J. (1996) The Team Handbook, 2nd ed. Oriel Inc.Brassard, M. (1989 Memory Jogger Plus+. Goal/QPC.Naumann, E., & Hoisington, S. (2001 Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results. ASQ Quality Press.Suh, Nam P. (1990) The Principles Of Design. Oxford

10、 Series on Advanced Manufacturing, Oxford University Press, ISBN 0195043456.Camp, R. (1989 Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. ASQ Quality Press.Grief, M. (1991 The Visual Factory: Building Participation Through Shared Information. Productivity Pre

11、ssDettmer, H. W. (1996 Goldratts Theory of Constraints: A Systems Approach to Continuous Improvement. ASQ Quality Press.Study学习The author recommends that this Primer be taught by a qualified CSSBB using classroom lecture, study assignments and a review of test questions. Training may vary from 36 ho

12、urs to 48 hours. Additionally, the student should spend about 60 hours of individual study on the Primer, test questions and other bibliography sources. If the student studies unaided, a minimum of 90 hours of preparation is suggested.作者建议本书由有资格的培训机构授课并复习测试习题。培训时间大概在36到48小时内。另外学员还应该花费60个小时的独立学习本书，测试

13、习题及其他一些参考书籍。如果学员要独立学习本书，建议最少花费90个小时的时间。Exam Hints考试注意事项The CSSBB applicant should take into the exam:? Numerous #2 pencils? A calculator (with basic scientific functions)? The CSSBB Primer (without test questions)? Other recommended quality references? Scratch paper通过六西格玛黑带认证考试申请的学员才可以参加本考试? 需要准备一支2

14、B铅笔? 需要一个具有科学计算功能的计算器? 需要六西格玛黑带认证考试的书籍（必须是没有测试习题）? 其他质量参考书目? 草稿纸Arrive early, get a good seat, organize your materials.提前到达考场，选择一个好在座位，准备好你的考试用品。Answer all multiple choice questions. Theres no penalty for wrong answers.做完所有的选择题，答错的习题不会收到处罚。Use good time management. If there are 150 questions on the

15、exam and 4 hours is allotted for exam, you must average 1.6 minutes per question.合理安排时间，如果4个小时内要考150道题，你应该平均1.6分钟完成一道试题。Some tests begin with difficult questions, avoid panic. Save difficult questions until the end.一些试题一开始会很难，不要恐慌。把它们保留到最后再做。Be familiar with the functions of the calculator you bring

16、.熟悉你携带的计算器的功能的使用。Keep test question numbers and the answer sheet numbers aligned.确保试题的题号与答题卡上的题号一致.Bring any exam errata to your proctors attention.如果发现试题中出现任何错误可以提问监考人员。Mentally note weakness categories in case you have to take the exam again. ASQ will report only flagrant areas.如果你还想继续参加考试请多留意你比较生

17、疏的知识部分。ASQ考题仅在有限的几个区域公布。ASQ Certified Six Sigma Black Belt Body of Knowledge美国质量协会黑带认证考试大纲. Enterprise- Wide Deployment (9 Questions) 在全企业的展开(9道试题)A. Enterprise view组织的价值观1. Value of six sigma六西格玛价值观Understand the organizational value of six sigma and its philosophy, goals, and definition. (Comprehe

18、nsion) 理解六西格玛的组织价值和它的理念、目标和定义（理解）2. Business systems and processes业务系统和过程Understand and distinguish interrelationships between business systems and processes. (Comprehension) 理解和区分业务系统和过程之间的相互关系 （理解） 3. Process inputs, outputs, and feedback 过程输入、输出和反馈Describe how process inputs, outputs, and feedbac

19、k of the system impact the enterprise system as a whole. (Comprehension)描述过程的输入、输出和反馈对整个组织系统的影响（理解）B. Leadership领导能力1. Enterprise leadership 组织领导能力 Understand leadership roles in the deployment of six sigma (e.g., resources, organizational structure (Comprehension)理解在六西格玛推进过程中领导的角色 (例如资源、组织架构) （理解）2

20、. Six sigma roles and responsibilities六西格玛角色和责任Understand the roles/responsibilities of black belt, master black belt, green belt, champion, executive, process owners. (Comprehension) 理解黑带、黑带大师、绿带、倡导者、执行领导者和过程所有者等角色 （理解）C. Organizational goals and objectives组织的目标Understanding key drivers for busines

21、s; understand key metrics/scorecards 理解关键驱动因素；理解关键度量指标/平衡计分卡（理解）1. Linking projects to organizations goal 把项目与组织目标相联系Describe the project selection process including knowing when to use six sigma improvement methodology (DMAIC) as opposed to other problem solving tools, and confirm link back to orga

22、nizational goals. (Comprehension)描述项目选择过程，包括知道何时使用六西格玛改进方法（DMAIC）,而不是使用其他的解决问题的工具，并且确保项目与组织目标相联系。（理解）2. Risk analysis风险分析Describe the purpose and benefit of strategic risk analysis (e.g., strengths, weaknesses, opportunities, threats (SWOT), scenario planning), including the risk of optimizing eleme

23、nts in a projects or process resulting in sub optimizing the whole. (Comprehension)描述战略风险分析的目的和益处，如SWOT、情景策划，包括在一个项目或过程中优化的要素可能导致对整个系统产生不利影响。（理解）3. Closed-loop assessment/knowledge management闭环评价和知识管理Document the objectives achieved and manage the lessons learned to identify additional opportunities

24、. (Comprehension) 对达到目标的项目进行文件化，将获得的经验和教训进行管理，以便识别额外的机会（理解）D. History of organizational improvement/foundations of six sigma六西格玛与质量管理发展史Understand origin of continuous improvement tools used in six sigma (e.g., Deming, Juran, Shewhart, Ishikawa, Taguchi (Comprehension)了解六西格玛中使用的持续改进工具的起源（如戴明、朱兰、休哈特、

25、石川馨、田口等）. Business Process Management (9 Questions)过程管理（9道试题）A. Process vs. functional view过程与职能的视角1. Process elements过程要素Understand process components and boundaries. (Analysis)理解过程的组成部分和界限。（分析）2. Owners and stakeholders所有者和相关方Identify process owners, internal and external customers, and other stak

26、eholders. (Analysis)识别过程所有者，内部和外部顾客及其他相关方。（分析）3. Project management and benefits项目管理和益处Understand the difference between managing projects and maximizing their benefits to the business. (Analysis)理解管理项目与使项目给经营带来最大利益之间的区别。（分析）4. Project measures项目测量Establish key performance metrics and appropriate pr

27、oject documentation. (Analysis)建立关键绩效度量指标和适宜的项目文档。（分析）B. Voice of the customer顾客的声音1. Identify customer 识别顾客Segment customers as applicable to a particular project; list specific customers impacted by project within each segment; show how a project impacts internal and external customers; recognize

28、the financial impact of customer loyalty. (Analysis)细分顾客使之适合于每一个特定的项目；列出每一细分的顾客中受项目影响的顾客；展示一个项目如何影响内部和外部顾客；认识到顾客忠诚度对组织财务绩效的影响。（分析）2. Collect customer data收集顾客数据Use various methods to collect customer feedback (surveys, focus groups, interviews, observation, etc.) and understand the strengths and wea

29、knesses of each approach; recognize the key elements that make surveys, interviews, and other feedback tools effective; review questions for integrity (bias, vagueness, etc. (Application)运用多种方法收集顾客的反馈（调查、焦点小组、访问、观察等）并且理解每一种方法的优劣势；知晓使调查、访问和其他反馈工具有效的关键因素；审查问题清单以确保完整性（避免偏差、模糊不清等）。（应用）3. Analyze custome

30、r data分析顾客数据Use graphical, statistical, and qualitative tools to understand customer feedback. (Analysis)使用图表的、统计的和定性的工具来理解顾客反馈。（分析）4. Determine critical customer requirements辨别关键顾客的需求Translate customer feedback into strategic project focus areas using quality function deployment (QFD) or similar to

31、ols, and establish key project metrics that relate to the voice of the customer and yield process insights. (Analysis)Note: The Analysis of QFD matrices is covered in section X.A.使用质量功能展开（QFD）或类似的工具把顾客反馈转变成战略项目关注领域，建立反映顾客声音的和可见的过程产出的关键项目度量指标。（分析）注:X.A将提到质量功能展开（QFD）的分析方法C. Business results经营结果1. Proc

32、ess performance metrics过程绩效度量指标Calculate DPU, RTY, and DPMO sigma levels; understand how metrics propagate upward and allocate downward; compare and contrast capability , complexity, and control; manage the use of sigma performance measures (e.g., PPM, DPMO, DPU, RTY, COPQ) to drive enterprise decisions. (Analysis)计算DPU、RTY、DPMO西格玛水平；理解度量尺度是如何向上和向下传递的；比较和对比能力，复杂性和控制；管理驱动企业决策的西格玛绩效度量的使用。（如PPM、DPMO、DPU、RTY、 COPQ等）（分析）2. Benchmarki