BoK

This is a description of different management studies Book of Knowledge including Project Management Professional (PMP), Certified Manager of Quality (CMQ), & Lean Six Sigma Black Belt (LSSBB)

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BoK by Mind Map: BoK

1. Certified Manager of Quality

1.1. Leadership 78

1.2. Strategic development 54

1.3. Management Skills 117

1.4. Quality Systems 70

1.5. Management Tools 125

1.6. Measurement tools 50

1.7. Customer Focus 49

1.8. Supplier Management 34

1.9. Training & Development 36

1.10. Essays Questions 50

2. Project Manager Professional

2.1. Week 1

2.1.1. PM Frame Work 63

2.2. Week 2

2.2.1. Project Initiation processes and Project Scope Management 68

2.2.2. Project Time Management 69

2.3. Week 3

2.3.1. Project Cost Management 67

2.3.2. Project Quality Management 61

2.4. Week 4

2.4.1. Project Quality Management 66

2.4.2. Project Procurement Management 55

2.5. Week 5

2.5.1. Project Communications Management 50

2.5.2. Project Stakeholders Management 30

2.5.3. Project Human Resources Management 65

2.6. Week 6

2.6.1. Project Integration Management 50

2.7. Final Review

3. Lean Six Sigma Blackbelt

3.1. LEAN

3.1.1. Cultural Enablers

3.1.1.1. Principles of Cultural Enablers

3.1.1.1.1. Respect for the individual

3.1.1.1.2. Humility

3.1.1.2. Processes for Cultural Enablers

3.1.1.2.1. Planning & Deployment

3.1.1.2.2. Create a sense of urgency

3.1.1.2.3. Modeling the lean principles, values, philosophies

3.1.1.2.4. Message Deployment - Establishing vision and direction

3.1.1.2.5. Integrating Learning and Coaching

3.1.1.2.6. People development - Education, training & coaching

3.1.1.2.7. Motivation, Empowerment & Involvement

3.1.1.2.8. Environmental Systems

3.1.1.2.9. Safety Systems

3.1.1.3. Cultural Enabler Techniques and Practices

3.1.1.3.1. Cross Training

3.1.1.3.2. Skills Assessment

3.1.1.3.3. Instructional Goals

3.1.1.3.4. On-the-Job Training

3.1.1.3.5. Coaching & Mentoring

3.1.1.3.6. Leadership Development

3.1.1.3.7. Teamwork

3.1.1.3.8. Information Sharing (Yokoten)

3.1.1.3.9. Suggestion Systems

3.1.2. Continuous Process Improvement

3.1.2.1. Principles of Continuous Process Improvement

3.1.2.1.1. Process Focus

3.1.2.1.2. Identification & Elimination of Barriers to flow

3.1.2.1.3. Match rate of production to level of customer demand -Just-in-Time

3.1.2.1.4. Scientific thinking

3.1.2.1.5. Jidoka

3.1.2.1.6. Integrate Improvement with Work

3.1.2.1.7. Seek Perfection

3.1.2.2. Continuous Process Improvement Systems

3.1.2.2.1. Visual Workplace

3.1.2.2.2. Lot size reduction

3.1.2.2.3. Load leveling

3.1.2.2.4. 3P Production Process Preparation

3.1.2.2.5. Total Productive Maintenance (including predictive)

3.1.2.2.6. Standard Work

3.1.2.2.7. Built-in feedback

3.1.2.2.8. Strategic Business Assessment

3.1.2.2.9. Continuous Improvement Process Methodology

3.1.2.2.10. Quality Systems

3.1.2.2.11. Corrective Action System

3.1.2.2.12. Project Management

3.1.2.2.13. Process design

3.1.2.2.14. Pull System

3.1.2.2.15. Knowledge Transfer

3.1.2.3. Continuous Process Improvement Techniques & Practices

3.1.2.3.1. Work Flow Analysis

3.1.2.3.2. Data Collection and Presentation

3.1.2.3.3. Identify Root Cause

3.1.2.3.4. Presenting Variation Data

3.1.2.3.5. Product and Service Design

3.1.2.3.6. Organizing for Improvement

3.1.2.3.7. Countermeasure Activities

3.1.2.3.8. Supply Processes External

3.1.2.3.9. Supply Processes Internal

3.1.3. Consistent Lean Enterprise Culture

3.1.3.1. Principles of Consistent Lean Enterprise Culture

3.1.3.1.1. Systemic Thinking

3.1.3.1.2. Constancy of Purpose

3.1.3.1.3. Social Responsibility

3.1.3.2. Processes for Developing Consistent Lean Enterprise Culture

3.1.3.2.1. Enterprise Thinking

3.1.3.2.2. Policy Deployment / Strategy Deployment

3.1.3.3. Consistent Enterprise Culture Techniques & Practices

3.1.3.3.1. 3.3.1. A3

3.1.3.3.2. 3.3.2. Catchball

3.1.3.3.3. 3.3.3. Redeployment of Resources

3.1.4. Business Results

3.1.4.1. Principles of Business Results

3.1.4.1.1. Create Value first to drive performance

3.1.4.2. Measurement Systems

3.1.4.2.1. Measurement

3.1.4.2.2. Goal and Objective Setting

3.1.4.2.3. Analysis - Understand what moves the dial on measures

3.1.4.2.4. Reporting

3.1.4.3. Key Lean Related Measures

3.1.4.3.1. Quality

3.1.4.3.2. Delivery

3.1.4.3.3. Cost

3.1.4.3.4. Financial Impact

3.1.4.3.5. Competitive Impact

3.2. BLACK BELT

3.2.1. Enterprise-Wide Deployment

3.2.1.1. Enterprise-wide view

3.2.1.1.1. History of continuous improvement

3.2.1.1.2. Value and foundations of Six Sigma

3.2.1.1.3. Value and foundations of Lean

3.2.1.1.4. Integration of Lean and Six Sigma

3.2.1.1.5. Business processes and systems

3.2.1.1.6. Six sigma and Lean applications

3.2.1.2. Leadership

3.2.1.2.1. Enterprise leadership responsibilities

3.2.1.2.2. Organizational roadblocks

3.2.1.2.3. Change management

3.2.1.2.4. Six Sigma projects and kaizen events

3.2.1.2.5. Six Sigma roles and responsibilities

3.2.2. Organizational Process Management and Measures

3.2.2.1. Impact on stakeholders

3.2.2.2. Critical to x (CTx) requirements

3.2.2.3. Benchmarking

3.2.2.4. Business performance measures

3.2.2.5. Financial measures

3.2.3. Team Management

3.2.3.1. Team formation

3.2.3.1.1. Team types and constraints

3.2.3.1.2. Team roles

3.2.3.1.3. Team member selection

3.2.3.1.4. Launching teams

3.2.3.2. Team facilitation

3.2.3.2.1. Team motivation

3.2.3.2.2. Team stages

3.2.3.2.3. Team communication

3.2.3.3. Team dynamics

3.2.3.4. Time management for teams

3.2.3.5. Team decision-making tools

3.2.3.6. Management and planning tools

3.2.3.7. Team performance evaluation and reward

3.2.4. Define

3.2.4.1. Voice of the customer

3.2.4.1.1. Customer identification

3.2.4.1.2. Customer feedback

3.2.4.1.3. Customer requirements

3.2.4.2. Project charter

3.2.4.2.1. Problem statement

3.2.4.2.2. Project scope

3.2.4.2.3. Goals and objectives

3.2.4.2.4. Project performance measures

3.2.4.3. Project tracking

3.2.5. Measure

3.2.5.1. Process characteristics

3.2.5.1.1. Input and output variables

3.2.5.1.2. Process flow metrics

3.2.5.1.3. Process analysis tools

3.2.5.2. Data collection

3.2.5.2.1. Types of data

3.2.5.2.2. Measurement scales

3.2.5.2.3. Sampling methods

3.2.5.2.4. Collecting data

3.2.5.3. Measurement systems

3.2.5.3.1. Measurement methods

3.2.5.3.2. Measurement systems analysis

3.2.5.3.3. Measurement systems in the enterprise

3.2.5.3.4. Metrology

3.2.5.4. Basic statistics

3.2.5.4.1. Basic terms

3.2.5.4.2. Central limit theorem

3.2.5.4.3. Descriptive statistics

3.2.5.4.4. Graphical methods

3.2.5.4.5. Valid statistical conclusions

3.2.5.5. Probability

3.2.5.5.1. Basic concepts

3.2.5.5.2. Commonly used distributions

3.2.5.5.3. Other distributions

3.2.5.6. Process capability

3.2.5.6.1. Process capability indices

3.2.5.6.2. Process performance indices

3.2.5.6.3. Short-term and long-term capability

3.2.5.6.4. Process capability for non-normal data

3.2.5.6.5. Process capability for attributes data

3.2.5.6.6. Process capability studies

3.2.5.6.7. Process performance vs. specification

3.2.6. Analyze

3.2.6.1. Measuring and modeling relationships between variables

3.2.6.1.1. Correlation coefficient

3.2.6.1.2. Regression

3.2.6.1.3. Multivariate tools

3.2.6.1.4. Multi-vari studies

3.2.6.1.5. Attributes data analysis

3.2.6.2. Hypothesis testing

3.2.6.2.1. Terminology

3.2.6.2.2. Statistical vs. practical significance

3.2.6.2.3. Sample size

3.2.6.2.4. Point and interval estimates

3.2.6.2.5. Tests for means, variances and proportions

3.2.6.2.6. Analysis of variance (ANOVA)

3.2.6.2.7. Goodness-of-fit (chi square) tests

3.2.6.2.8. Contingency tables

3.2.6.2.9. Non-parametric tests

3.2.6.3. Failure mode and effects analysis (FMEA)

3.2.6.4. Additional analysis methods

3.2.6.4.1. Gap analysis

3.2.6.4.2. Root cause analysis

3.2.6.4.3. Waste analysis

3.2.7. Improve

3.2.7.1. Design of experiments (DOE)

3.2.7.1.1. Terminology

3.2.7.1.2. Design principles

3.2.7.1.3. Planning experiments

3.2.7.1.4. One-factor experiments

3.2.7.1.5. Two-level fractional factorial experiments

3.2.7.1.6. Full factorial experiments

3.2.7.2. Waste elimination

3.2.7.3. Cycle-time reduction

3.2.7.4. Kaizen and kaizen blitz

3.2.7.5. Theory of constraints (TOC)

3.2.7.6. Implementation

3.2.7.7. Risk analysis and mitigation

3.2.8. Control

3.2.8.1. Statistical process control

3.2.8.1.1. Objectives

3.2.8.1.2. Selection of variables

3.2.8.1.3. Rational subgrouping

3.2.8.1.4. Control chart selection

3.2.8.1.5. Control chart analysis

3.2.8.2. Other control tools

3.2.8.2.1. Total productive maintenance (TPM)

3.2.8.2.2. Visual factory

3.2.8.3. Maintain controls

3.2.8.3.1. Measurement system re-analysis

3.2.8.3.2. Control plan

3.2.8.4. Sustain improvements

3.2.8.4.1. Lessons learned

3.2.8.4.2. Training plan deployment

3.2.8.4.3. Documentation

3.2.8.4.4. Ongoing evaluation

3.2.9. Design for Six Sigma (DFSS) Frameworks and Methodologies

3.2.9.1. Common DFSS methodologies

3.2.9.1.1. DMADV (define, measure, analyze, design and validate)

3.2.9.1.2. DMADOV (define, measure, analyze, design, optimize and validate)

3.2.9.2. Design for X (DFX)

3.2.9.3. Robust design and process

3.2.9.4. Special design tools

3.2.9.4.1. Strategic

3.2.9.4.2. Tactical