Define Phase
On average, there are currently 23 questions in the CSSGB exam from the “Define” phase.
Effective August 2022, the number of exam questions from the “Define” phase will decrease from 23 to 20.
The following are the sections within the “Define” pillar of the GB exam, with the cognition level specified for each one.
A. Project identification
1. Project selection
Describe the project selection process and what factors should be considered in deciding whether to use the six sigma DMAIC methodology or another problem-solving process. (Understand)
2. 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)
3. Benchmarking
Understand various types of benchmarking, including competitive, collaborative, and best practices. (Understand)
4. Process inputs and outputs
Identify process input and output variables and evaluate their relationships using the supplier, inputs, process, output, customer (SIPOC) model. (Analyze)
5. Owners and stakeholders
Identify the process owners and other stakeholders in a project. (Apply)
B. Voice of the customer (VOC)
1. Customer identification
Identify the internal and external customers of a project, and what effect the project will have on them. (Apply)
2. Customer data
Collect feedback from customers using surveys, focus groups, interviews, and various forms of observation. Identify the key elements that make these tools effective. Review data collection questions to eliminate vagueness, ambiguity, and any unintended bias. (Apply)
3. Customer requirements
Use quality function deployment (QFD), Critical to X (CTX when ‘X’ can be quality, cost, safety, etc.), Critical to Quality tree (CTQ), and Kano model to translate customer requirements statements into product features, performance measures, or opportunities for improvement.
Use weighting methods as needed to amplify the importance and urgency of different kinds of input; telephone call vs. survey response; product complaint vs. expedited service request. (Apply)
C. Project management basics
1. Project methodology
Define and apply agile and top-down project management methods. (Apply)
2. Project charter
Define and describe elements of a project charter and develop a problem statement that includes baseline data or current status to be improved and the project’s goals. (Apply)
3. Project scope
Help define the scope of the project using process maps, Pareto charts, and other quality tools. (Apply)
4. Project metrics
Help develop primary metrics (reduce defect levels by x-amount) and consequential metrics (the negative effects that making the planned improvement might cause). (Apply)
5. Project planning tools
Use work breakdown structures (WBS), Gantt charts, critical path method (CPM), program evaluation and review technique (PERT) charts, and toll-gate reviews to plan projects and monitor their progress. (Apply)
6. Project documentation
Describe the types of data and input needed to document a project. Identify and help develop appropriate presentation tools (storyboards, spreadsheet summary of results) for phase reviews and management updates. (Apply)
7. Project risk analysis and management
Describe the elements of project risk analysis, including feasibility, potential impact, risk priority number (RPN), and risk management. Identify the potential effect risk can have on project goals and schedule, resources (materials and personnel), business continuity planning, costs and other financial measures, and stakeholders. (Understand)
8. Project closure
Review with team members and sponsors the project objectives achieved in relation to the charter and ensure that documentation is completed and stored appropriately. Identify lessons learned and inform other parts of the organization about opportunities for improvement. (Apply)
D. Management and planning tools
Define, select, and apply these tools: 1) affinity diagrams, 2) interrelationship digraphs, 3) tree diagrams, 4) prioritization matrices, 5) matrix diagrams, 6) process decision program charts (PDPC), 7) activity network diagrams, and 8) SWOT analysis. (Apply)
E. 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. Communication
Define and describe communication techniques used in organizations: top-down, bottom-up, and horizontal. (Apply)
F. Team dynamics and performance
1. Team stages and dynamics
Define and describe the stages of team evolution, including forming, storming, norming, performing, adjourning, and recognition.
Identify and help resolve negative dynamics such as overbearing, dominant, or reluctant participants, the unquestioned acceptance of opinions as facts, groupthink, feuding, floundering, the rush to accomplishment, attribution, discounts, digressions, and tangents. (Understand)
2. Team roles and responsibilities
Use tools, such as RACI, to describe and define the roles and responsibilities of participants on six sigma and other teams, including black belt, master black belt, green belt, champion, executive, coach, facilitator, team member, sponsor, and process owner. (Apply)
3. Team tools and decision-making concepts
Define and apply team tools such as brainstorming, and decision-making concepts such as nominal group technique, and multi-voting. (Apply)
4. Team communication
Identify and use appropriate communication methods (both within the team and from the team to various stakeholders) to report progress, conduct reviews, and support the overall success of the project. (Apply)