To achieve the professional designation of Certified Lean Six Sigma Black Belt from the GAQM, candidates must clear the CLSSBB Exam with the minimum cut-off score. For those who wish to pass the GAQM CLSSBB certification exam with good percentage, please take a look at the following reference document detailing what should be included in GAQM Lean Six Sigma Black Belt Exam preparation.
The GAQM CLSSBB Exam Summary, Body of Knowledge (BOK), Sample Question Bank and Practice Exam provide the basis for the real GAQM Certified Lean Six Sigma Black Belt exam. We have designed these resources to help you get ready to take Certified Lean Six Sigma Black Belt (CLSSBB) exam. If you have made the decision to become a certified professional, we suggest you take authorized training and prepare with our online premium GAQM Lean Six Sigma Black Belt Practice Exam to achieve the best result.
GAQM CLSSBB Exam Summary:
| Exam Name | Certified Lean Six Sigma Black Belt |
| Exam Code | CLSSBB |
| Exam Fee | USD $210 |
| Exam Duration | 180 Minutes |
| Number of Questions | 150 |
| Passing Score | 75 |
| Format | Multiple Choice |
| Books | E-Course |
| Schedule Exam | Book Your Exam |
| Sample Questions | GAQM CLSSBB Exam Sample Questions and Answers |
| Practice Exam | GAQM Certified Lean Six Sigma Black Belt Practice Test |
GAQM CLSSBB Body of Knowledge:
| I – Organizational Roadblocks and Lean Management | |
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- 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
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| II – Pre-define DMAIC and Define | |
| Pre-define |
- DMAIC versus DFSS
- Pre-define Pre-requisites and Qualifications
- Project Prioritization Matrix
- Introduction to Enterprise Wide view versus LOB view
NPV and IRR
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| 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
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| III – Measure | |
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- 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)
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| IV – Analyze | |
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- 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
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| V – Improve | |
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- 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
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| VI – Control | |
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- 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
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| Lean Process Improvement | |
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- 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
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