Week 2: Six Sigma Define Phase Detail

Last time we reviewed the key topics within the Define Phase of Six Sigma DMAIC section of most Green Belt exams. If you didn’t get a chance to see it, no worries, just go here.

We covered a many topics that you may or may not have been familiar with.

This time, we’re going to dive in and explore the details of what’s expected by each organization.

Your Assignment

Here's what I'd like you to do.

Hint – this will look familiar to last time. ;’)

First, you’ll need to log in to the site.

Free membership or paid, it doesn’t matter. You just have to be logged in. Buttons to sign up and log in are below.

Note that after logging in you will have to return to this page. Login will bring you to your course home.

Second, review the articles I list below.

These are the concepts I refer exam candidates to when diving into these particular sections.

Take a look.

If you want to really improve your skills in a particular subject…

Take a minute and write everything you know on a topic from scratch then go to the page and see how what you wrote compares to what is there.

This is known as the Feynman technique. That is how I passed all of my Six Sigma and other professional industry certifications the first time. This is how this website was made. It will 100% work for you.

Feynman Technique to Learn anything in 4 steps

(Sourced from Learn Anything)

1. Pick a topic you want to understand and start studying it. Write down everything you know about the topic on a notebook page, and add to that page every time you learn something new about it.

2. Pretend to teach your topic to a classroom. Make sure you’re able to explain the topic in simple terms.

3. Go back to the books when you get stuck. The gaps in your knowledge should be obvious. Revisit problem areas until you can explain the topic fully.

4. Simplify and use analogies. Repeat the process while simplifying your language and connecting facts with analogies to help strengthen your understanding.

For extra credit, leave your notes in the comment section of the page.

If you’re not as strong as you’d like to be in that subject…

Read through, click around the resources I’ve listed, and learn more. If you have questions, post them on that page.

If you feel strong in a topic…

Go to the article and see if any of your colleagues have posted questions that you can help them with. Trying to answer questions on the spot may reveal that you’re not as strong as you thought you were.

Let’s Dive into the Organization-Specific Define Phase Requirements

A quick note before we continue.

Many people will zero in on the topics just related to their own exam. That may not be the best path to success.

While it may seem expedient and will of course give you a good base to start from. But that’s not the only avenue. All of the major certification bodies generally cover the same things. And the exams change all of the time.

Regardless of what’s on your exam, whomever hires you because you have Six Sigma certification is unlikely to know what is required on a specific exam and will instead assume you know all of it.

ASQ’s Green Belt Requirements for Six Sigma Define Phase

Six Sigma: Define (25 Questions) 

1. Process Management for Projects 
   1. Process elements 
      Define and describe process components and boundaries. Recognize how processes cross various functional areas and the challenges that result for process improvement efforts. (Analyze)
   2. Owners and stakeholders
      Identify process owners, internal and external customers, and other stakeholders in a project. (Apply)
   3. Identify customers
      Identify and classify internal and external customers as applicable to a particular project, and show how projects impact customers. (Apply)
   4. Collect customer data 
      Use various methods to collect customer feedback (e.g., surveys, focus groups, interviews, observation) and identify the key elements that make these tools effective. Review survey questions to eliminate bias, vagueness, etc. (Apply)
   5. Analyze customer data
      Use graphical, statistical, and qualitative tools to analyze customer feedback. (Analyze)
   6. Translate customer requirements
      Assist in translating customer feedback into project goals and objectives, including critical to quality (CTQ) attributes and requirements statements. Use voice of the customer analysis tools such as quality function deployment (QFD) to translate customer requirements into performance measures. (Apply)
2. Project management basics 
   1. Project charter and problem statement
      Define and describe elements of a project charter and develop a problem statement, including baseline and improvement goals. (Apply)
   2. Project scope
      Assist with the development of project definition/scope using Pareto charts, process maps, etc. (Apply)
   3. Project metrics
      Assist with the development of primary and consequential metrics (e.g., quality, cycle time, cost) and establish key project metrics that relate to the voice of the customer. (Apply)
   4. Project planning tools
      Use project tools such as Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT) charts, etc. (Apply)
   5. Project documentation
      Provide input and select the proper vehicle for presenting project documentation (e.g., spreadsheet output, storyboards, etc.) at phase reviews, management reviews and other presentations. (Apply)
   6. Project risk analysis 
      Describe the purpose and benefit of project risk analysis, including resources, financials, impact on customers and other stakeholders, etc. (Understand)
   7. Project closure
      Describe the objectives achieved and apply the lessons learned to identify additional opportunities. (Apply)
3. Management and planning tools 
   Define, select, and use 1) affinity diagrams, 2) interrelationship digraphs, 3) tree diagrams, 4) prioritization matrices, 5) matrix diagrams, 6) process decision program (PDPC) charts, and 7) activity network diagrams. (Apply)
4. Business results for projects 
   1. Process performance
      Calculate process performance metrics such as defects per unit (DPU), rolled throughput yield (RTY), cost of poor quality (COPQ), defects per million opportunities (DPMO) sigma levels and process capability indices. Track process performance measures to drive project decisions. (Analyze)
   2. Failure mode and effects analysis (FMEA) 
      Define and describe failure mode and effects analysis (FMEA). Describe the purpose and use of scale criteria and calculate the risk priority number (RPN). (Analyze)

IASSC’s Green Belt Requirements for Define Phase

1.0 Define Phase

1.1 The Basics of Six Sigma
1.1.1 Meanings of Six Sigma
1.1.2 General History of Six Sigma & Continuous Improvement
1.1.3 Deliverables of a Lean Six Sigma Project
1.1.4 The Problem Solving Strategy Y = f(x)
1.1.5 Voice of the Customer, Business and Employee
1.1.6 Six Sigma Roles & Responsibilities

1.2 The Fundamentals of Six Sigma
1.2.1 Defining a Process
1.2.2 Critical to Quality Characteristics (CTQ’s)
1.2.3 Cost of Poor Quality (COPQ)
1.2.4 Pareto Analysis (80:20 rule)
1.2.5 Basic Six Sigma Metrics
a. including DPU, DPMO, FTY, RTY Cycle Time, deriving these metrics and these metrics. (Also see lean metrics)

1.3 Selecting Lean Six Sigma Projects
1.3.1 Building a Business Case & Project Charter
1.3.2 Developing Project Metrics
1.3.3 Financial Evaluation & Benefits Capture

1.4 The Lean Enterprise
1.4.1 Understanding Lean
1.4.2 The History of Lean
1.4.3 Lean & Six Sigma

1.4.4 The Seven Elements of Waste
a. Overproduction, Correction, Inventory, Motion, Overprocessing, Conveyance, Waiting.
1.4.5 5S
a. Straighten, Shine, Standardize, Self-Discipline, Sort

What Do You Think?

I’d love to know what you think about the material you need to know in these sections. Please take a minute to share your thoughts below. I’ll use these responses to decide the best way to improve the site to help the most number of people.

Next Time

Next time we will dive into a few of the common question types asked on these sections.

Happy studying!