Six Sigma Black Belt (2007 BOK): Organizational Process Management and Measures

Course ID: 252430

Bundle Contents: 3 Courses

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Using Business and Financial Measures in Six Sigma

Duration: 120.0

Six Sigma improvement begins with assessing the current performance of an organization's processes and products, and comparing it with the desired performance. An important part of this assessment is choosing a set of measures that will provide a comprehensive picture of how the company is achieving its goals of customer satisfaction, organizational learning and improvement, internal process performance, and bottom-line financial growth. This course examines two categories of key measures: business performance measures and purely financial measures, exploring how these measures reveal the current state of the business and point to gains achievable through Six Sigma. This course explores how business performance measures such as balanced scorecard, key performance indicators (KPIs), and lagging and leading indicators can be used to align Lean Six Sigma initiatives toward organizational goals. It also explores the critical role of customer loyalty in business success. Turning to purely financial measures of success, this course explores how these financial measures are crucial in determining whether the potential returns of Six Sigma projects will outweigh the required investment. It provides practice in using the formulas associated with these measures, including market share, cost-benefit analysis, return on investment (ROI), net present value (NPV), and hard and soft costs and benefits of Six Sigma projects. This course is aligned with the ASQ Certified Six Sigma Black Belt certification exam and is designed to assist learners as part of their exam preparation. It builds on foundational knowledge that is taught in SkillSoft's ASQ-aligned Green Belt curriculum.

identify the important attributes of key performance indicators
recognize steps carried out during the three phases of a Six Sigma effort
recognize how leading and lagging indicators are connected to organizational goals and strategies
identify the importance of understanding the financial impact of customer loyalty
calculate revenue growth, market share, and margin from a given dataset
distinguish between types of project costs and benefits
sequence the steps in cost-benefit analysis
calculate ROI in a given Six Sigma scenario
use the net present value (NPV) calculation to decide whether to implement a potential Six Sigma project
match components of the present value formula to descriptions

Final Exam: Six Sigma Black Belt (2007 BOK): Organizational Process Management and Measures

Duration: 48.0

Generally taken near the end of a program, Final Exam: Six Sigma Black Belt (2007 BOK): Organizational Process Management and Measures enables the learner to test their knowledge in a testing environment.

Topic T2 Objective O4
Topic T6 Objective O8

Determining Requirements by Listening to the Voice of the Customer in Six Sigma

Duration: 121.0

Customers are at the heart of all Six Sigma initiatives, and this focus on customers is what makes Six Sigma an outstanding organizational performance improvement program. The voice of the customer (VOC) is a Six Sigma strategy used to capture requirements and feedback from customers in order to meet their requirements. Voice of the customer is a critical input at every stage in the Six Sigma DMAIC process, particularly at the Define stage. At this stage, critical customer requirements concerning quality, cost, process, and delivery are collected and translated into measurable, actionable project goals using a number of tools. Using VOC begins with defining Six Sigma goals for collecting and analyzing customer requirements. It is imperative that Six Sigma leaders determine the critical to x (CTx) requirements concerning quality, cost, process, and delivery requirements of customers and the organization. Then the team needs to identify and select the most effective methods for collecting customer feedback and requirements. From there, customer requirements are translated into measurable, actionable project goals. This course examines how an organization uses the voice of the customer to define the problem at hand and to set the direction of its Six Sigma efforts. It discusses some common customer data collection methods – such as surveys, interviews, and focus groups – and looks at how to ensure validity and reliability in data collection. In addition, the course illustrates how tools such as CTx, SIPOC, Kano analysis, critical-to-quality (CTQ) analysis, and quality function deployment (QFD) are used to translate customer data into critical customer requirements and actionable goals for the Six Sigma team. This course is aligned with the ASQ Certified Six Sigma Black Belt certification exam and is designed to assist learners as part of their exam preparation. It builds on foundational knowledge that is taught in SkillSoft's ASQ-aligned Green Belt curriculum.

match the voice of the customer (VOC) strategy tasks to their descriptions
identify how to perform different aspects of a customer-segmentation analysis in a given scenario
identify examples of the three main customer-segmentation criteria
recognize considerations associated with gathering customer data
determine the most appropriate customer data collection method to use in a given scenario
recognize key concepts related to the measures for ensuring validity and reliability of data collection outcomes
identify the definitions of key terminology associated with validity, reliability, and margin of error in data collection
recognize how various tools are used to identify and analyze customer requirements
identify the characteristics of CTx requirements
classify CTx requirements in a given scenario
categorize elements of a process improvement project within a SIPOC diagram