【校稿】第三十八篇 Master Black Belt Certification
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本篇文章由yzz提供 翻译者：jmc_ld Master Black Belt Certification黑带大师认证
Body of Knowledge 知识体系库
Multiple-ChoiceSection – 100 Questions – 2½ hours 多选题部分----100题---------2.5小时
The topics in this Body of Knowledge (BOK)include descriptive details (subtext) that will be used by the Exam DevelopmentCommittee as guidelines for writing test questions. This subtext is alsodesigned to help candidates prepare for the exam by identifying specificcontent within each topic that may be tested. The subtext is not intended tolimit the subject matter or be all-inclusive of what might be covered in anexam but is intended to clarify how the topics relate to a Master Black Belt’srole. The descriptor in parentheses at the end of each entry refers to themaximum cognitive level at which the topic will be tested. A completedescription of cognitive levels is provided at the end of this document.
知识体系库的这篇主题所包括的详细内容（解释）将被考试发展协会作为笔试问题的指南。这个解释同样指导应试者明确可能将被测试的相关内容并做好测试准备。解释不是一个为考试划定界限或者规定所有可能的考试内容，而是澄清与黑带大师角色相关的内容。在每个进入的参考点的末尾的圆括号中的描述是要求掌握的最高认知程度，都将被测试。认知水平的完整表述将在该篇文章的末尾说明。
I. Enterprise-wide Planning and Deployment公司计划及部署 A. _Strategic plan development__战略计划的开展_ B. Describe strategic planning tools and methods (hoshinkanri, SWOT, PEST, etc.) and their utilizationin developing enterprise planning. (Apply)描述战略计划的工具和方法（策略管理，企业战略分析方法；宏观环境分析模型；等等）和他们在公司发展计划中的运用状况。（运用） C. _Strategic plan alignment __战略计划路线_ 1. Strategic deployment goals战略部署目标 2. Describe how to develop strategic deployment goals.(Apply)描述如何提升战略部署目标（运用） 3. Project alignment with strategic plan战略计划的项目线路 4. Describe how to align projects to the organizationalstrategic plan. (Apply)描述如何确定项目去达成公司战略计划。（运用） 5. Project alignment with business objectives经营目标的具体线路 6. Describe how projects are aligned with businessobjectives. (Apply)描述如何确定项目去达成经营目标（运用） D. _Deployment of six sigma systems 6__西格玛的部署_ E. Describe the following key deployment elements. (Apply) 部署要点的描述（运用） 1. Governance (quality councils or process leadership teams) 管理（质量例会或过程领导小组） 2. Assessment (maturity models and organizational readiness)评估（成熟度模型或组织准备） 3. Resource planning (identify candidates andcosts/benefits) 资源计划（定义人员及费用、利润） 4. Resource development (train and coach) 资源开发（培训及辅导） 5. Execution (deliver on project results) 实行（项目结果的提交） 6. Measure and improve the system (drive improvement intothe systems, multiphase planning) 测量及提升系统（驱动系统改善，多阶段计划） F. _Six sigma methodologies 6__西格玛方法_ G. Demonstrate an advanced understanding of the followingmethodologies, including their associated tools and techniques. (Apply) 显示对以下方法更深的理解，包括他们相关的工具和技术（运用） 1. DMAIC DMAIC过程 2. DFSS 6西格玛设计 3. Lean 精益 4. Business systems and process management 经营系统及过程管理 H. _Opportunities for improvement __改善机会_ 1. Project identification 项目定义 2. Facilitate working sessions to identify new projectopportunities that can be prioritized. (Apply) 促使工作会议定义优先的改善机会（运用） 3. Project qualification 项目立项 4. Determine the elements of a well-defined project (i.e.,business case), the process for approving these projects, and tools used inproject definition (QFD, process maps, value stream maps, FMEA, CTx (criticalto … customer, … design, … quality), etc. (Apply) 确认定义好的项目的要素（比如，经营案例），确认影响过程，项目定义的工具运用（质量功能展开，过程流程图，价值流、FMEA,关键特性（关键顾客，设计，质量）等等，（运用） 5. Stakeholder engagement 项目负责人确认 6. Describe to how to engage stakeholders. (Apply) 描述如何确认项目负责人。（运用） 7. Intervention techniques 运用技术 8. Describe techniques for intervening across levels toprevent potential project failures to drive success. (Apply) 描述运用的技术介入到各个层次，预防潜在的项目失败点，保证成功。（运用） 9. Creativity and innovation tools 创造性及创新性运用工具 10. Use these tools to develop concept alternatives. (Apply) 灵活运用这些工具，发展理论.(运用) I. _Risk analysis of projects and the pipeline__项目及渠道的风险分析_ 1. Risk management 风险管理 2. Use risk management and analysis tools to analyzeorganizational elements, to appraise portfolios and critical projects, and toidentify potential problem areas. (Evaluate) 运用风险管理及分析工具分析组织要素，去评估文件及关键项目，并且定义出潜在问题区域。（评估） 3. Pipeline creation 渠道建立 4. Create, manage and prioritize a pipeline of potentialprojects for consideration. (Create) 建立，管理和优先一个渠道，为需要考虑的潜在项目。（建立） 5. Pipeline management 渠道管理 6. Create a selection process that provides a portfolio ofactive six sigma opportunities that are clearly aligned and prioritized tomeet/exceed strategic goals. (Create) 建立一个挑选程序来证明6西格玛改进机会是明确且优先的迎合战略目标。（建立） J. _Organizational design __组织设计_ 1. Systems thinking 系统性思考 2. Apply systems thinking to anticipate the effect thatcomponents of a system can have on other subsystems and adjacent systems.Analyze the impact of actions taken in one area of the organization and howthose actions can affect other areas or the customer, and use appropriate toolsto prevent unintended consequences. (Analyze) 运用系统性思考来预先考虑系统组件被其他子系统或者相邻系统的影响，分析组织在某一区域的行动的冲击，并且分析这些行动是如何影响别的区域或者客户的，并运用恰当的工具预防非预期后果。（分析） 3. Organizational maturity and culture 组织成熟及文化 4. Describe the implications these factors can have on sixsigma implementation, including potential barriers. (Understand) 描述这些因素对6西格玛成果的意义，包括潜在障碍。（理解） 5. Organizational culture change techniques 组织文化改变技术 6. Describe techniques for changing an organizationalculture, such as rewards and recognition, team competiveness, communications ofprogram successes, and appropriate cascading of goals throughout theorganization. (Apply) 描述改变组织文化的技术，比如奖赏和赞誉，团队竞争力，成功项目交流，以及一连串恰当的对组织进行目标持续宣贯。（运用） K. _Organizational commitment __组织委任_ 1. Techniques to gain commitment 获得委任的技术 2. Describe how to gain commitment from the organization’sleadership for the six sigma effort. (Understand) 描述为6西格玛成果如何从组织领导者那里获得委任。（理解） 3. Necessary organizational structure fordeployment 必要的组织架构 4. Develop the inherent organizational structure needed forsuccessful deployment. (Apply) 为成功的部署开发内部组织架构。（运用） 5. Communications with management沟通管理 6. Describe elements of effective communications withmanagement regarding organizational benefits, failures, and lessons learned.(Apply) 描述有效沟通的管理要素，关注于组织利益，风险及经验教训学习。（运用） 7. Change management 变更管理 8. Describe the MBB role in change management and applyvarious techniques to overcome barriers to successful organizationaldeployment. (Apply) 描述黑带大师在变更管理的角色，并运用各种技术去克服障碍以成功完成组织部署。（运用） L. _Organizational finance and businessperformance metrics __组织财务及经营表现指标_ 1. Financial measures 财务的指标 2. Define and use financial measures, including revenuegrowth, market share, margin, cost of quality (COQ), net present value (NPV),return on investment (ROI), cost-benefit analysis, activity-based cost analysisand breakeven time performance etc. (Analyze) 定义和运用财务指标，包括收益增长，市场份额，利润，质量成本，投资净现值，投资回报率，成本效益分析，作业成本分析及保本时间等。（分析） 3. Business performance measures 经营表现指标 4. Describe various business performance measures, includingbalanced scorecard, key performance indicators (KPIs), and the financial impactof customer loyalty; and describe how they used for project selection,deployment, and management. (Analyze) 描述各种经营表现只掉，包括平衡积分卡，关键绩效指标，和有关顾客忠诚度的财务冲击；同时描述这些工具在项目选择，部署及管理上的运用。（分析） 5. Project cash flow 项目现金流 6. Develop a project cash flow stream. Describe the relationof time to cash flow and difficulties in forecasting cash flow. (Analyze) 开发一个项目现金流程，描述在预计的现金流中，现金流与时间的关系及困难。（分析） 7. Sarbanes-Oxley (SOX) Act 萨班斯法案 8. Understand the requirements for financial controlsdictated by SOX. (Understand) 理解萨班斯法案对财务控制的要求。（理解）
II. Cross-functional Competencies 跨功能的能力【15题】 A. _Data gathering __数据收集_ B. Assess the appropriate collection of Voice of theCustomer and Voice of the Process data, both internal and external, and developa customer-focused strategy for capturing and assessing customer feedback on aregular basis. (Evaluate) 对顾客呼声及过程数据评估恰当的收集方案，包括内外部，并开发一个顾客关注策略定期获取和评审顾客反馈。（评估） C. _Internal organizational challenges_ 内部组织挑战 1. Organizational dynamics 组织动力 2. Use knowledge of human and organizational dynamics toenhance project success and align cultural objectives with organizationalobjectives. (Apply) 运用人力知识及组织动力去提高项目成功率，并且让组织事务和文化事务紧密协调合作。（运用） 3. Intervention styles 介入方式 4. Use appropriate intervention, communications, andinfluence styles, and adapt those styles to specific situations (i.e.,situational leadership). (Apply) 运用恰当的介入方式，沟通，和影响力方式；并在特定情况下合理运用这些方式。（比如，情绪领导理论）。 （运用） 5. Interdepartmental conflicts 部门间的冲突 6. Address and resolve potential situations which couldcause the program or a project to under-perform. (Apply) 提出并解决那些可能导致流程或项目表现不佳的潜在职位。（运用） D. _Executive and team leadership roles __执行者和小组领导角色_ 1. Executive leadership roles 执行者领导角色 2. Describe the roles and responsibilities of executive leadersin the deployment of six sigma in terms of providing resources, managingchange, communicating ideas, etc. (Analyze) 在6西格玛部署中，执行者领导的角色和职责是提供资源，变更管理，沟通想法，等。（分析） 3. Leadership for deployment 部署领导 4. Create action plans to support optimal functioning of masterblack belts, black belts, green belts, champions, and other participants in thedeployment effort. Design, coordinate, and participate in deploymentactivities, and ensure that project leaders and teams have the requiredknowledge, skills, abilities, and attitudes to support the organization’s sixsigma program. (Create) 在部署过程中建立行动计划以支持建立最优的功能小组，包括黑带大师，黑带，绿带，支持人及其他相关人员。在部署行动中设计，协调并参与其中，并保证项目领导和小组具备需要的知识，技能，能力，和支持组织6西格玛项目的态度。（建立）
III. Project Management 项目管理【15题】 A. P_roject execution __项目执行_ 1. Cross-functional project assessment 跨功能项目评审 2. Appraise interrelated projects for scope overlap andrefinement and identify opportunities for leveraging concomitant projects.Identify and participate in the implementation of multi-disciplinary redesignand improvement projects. (Analyze) 评估相关项目的重叠区域和精华并为支持附带的项目寻求机会。确定和介入对多学科重新设计及改进项目的执行。（分析）。 3. Executive and mid-level managementengagement 执行和中层管理保证 4. Formulate the positioning of multiple projects in termsof providing strategic advice to top management and affected mid-levelmanagers. (Create) 为高层提供战略性意见及影响中层管理者，为多种项目规划定位 （建立） 5. Project prioritization 项目优先化 6. Prioritize projects in terms of their criticality to theorganization. (Apply) 根据项目的关键性对项目进行优先措施。（运用） B. _Project oversight and management __项目监察和管理_ 1. Project management principles 项目管理原则 2. Oversee critical projects and evaluate them in terms oftheir scope, goals, time, cost, quality, human resources requirements,communications needs, and risks. Identify and balance competing project demandswith regard to prioritization, project resources, customer requirements, etc.(Evaluate) 对关键项目的项目范围，目标，时间，成本，质量，必要的人力资源，必要的沟通及风险进行全程的监督和评审。根据优先性，项目资源，顾客需求等确定和平衡项目需求。（评审） 3. Measurement 检测 4. Support and review the development of an overallmeasurement methodology to record the progress and ongoing status of projectsand their overall impact on the organization. (Evaluate) 支持和回顾所有的检测手段的发展，记录项目的目前状态及进展，以及特闷对组织的所有影响。（评审） 5. Monitoring 监控 6. Apply appropriate monitoring and control methodologies toensure that consistent methods are used in tracking tasks and milestones.(Apply) 运用恰当的监控和控制手段保证一致的手段对任务和回顾点进行跟踪。 （运用） 7. Project status communication 项目状态沟通 8. Develop and maintain communication techniques that willkeep critical stakeholders and communities apprised of project status, results,and accountability. (Create) 养成和保持沟通技巧，让关键项目负责人和组员评审项目状态，结果及问责。 （建立） 9. Supply/Demand management 供求管理 10. Generate accurate project supply/demand projections,associated resource requirements analysis, and mitigate any issues. (Create) 创建优秀项目的供求计划，包括必须资源分析和缓解风险。 （建立） 11. Corrective action 纠正措施 12. Facilitate corrective actions and responses to customersabout the corrective action and its impact. (Apply) 有关顾客的纠正措施及影响，督促纠正措施和责任的实行。 （运用） C. _Project management infrastructure __项目管理基础建设_ 1. Governance methods and tools 管理手段和工具 2. Develop governance documents, tracking tools, and othermethodologies that will support project success. (Create) 开发管理文件，跟踪工具，和其他将支持项目成功的手段。（建立） 3. Performance measurement 绩效评估 4. Design a system for measuring project and portfolioperformance. (Create) 设计一个评估项目和文件表现的系统。（建立） D. _Project financial tools __项目财务工具_ 1. Budgets and forecasts 预算和预测 2. Assess and explain budget implications, forecasting,measurement, monitoring, risk analysis, and prioritization for portfolio levelprojects. (Evaluate) 评审和解释预算含义，预测，检测，监控，风险分析和投资项目等级优先性。 （评审） 3. Costing concepts 费用概念 4. Define the concepts of hard and soft dollars and use costof poor quality tools, activity-based costing, and other methods to assess andprioritize portfolios. (Apply) 定义硬收益及软收益，运用低品质费用工具，日常费用及其他手段评审和优先投资。（运用）
IV. Training Design and Delivery (10Questions) 培训设计及交付（10题） A. _Training needs analysis __培训需求分析_ B. Assess the current level of knowledge and skills in eachtarget group in relation to the skills and abilities that are needed. Conduct agap analysis to determine the training needs for each target group. (Evaluate) 对每个目标团队所需技能和能力，及目前的知识及技能水平进行评审；进行差距分析并制定培训需求。 （评审） C. _Training plans __培训计划_ D. Design training plans to close the knowledge and skillsgaps. Refine the plans based on the number of people needing to be trained in aparticular technique or skill, and whether multi-disciplinary or multi-levelcompetency training is appropriate. (Create) 设计培训计划去缩小知识技能差距，就某一特定技术或技能基于所需人数优化计划，和不管是多学科或多层次能力培训的计划，是恰当的。 （建立） E. _Training materials and curriculumdevelopment_ 培训教材及课程开发 1. Adult learning theory 成熟的学习理论 2. Evaluate and select training materials and resources thatadhere to adult learning theories. (Analyze) 评审和选择培训教材和资源以达到成熟学历理论的要求。 （分析） 3. Integration 整合 4. Ensure that the training harmonizes and leverages othertools and approaches being used and that it is aligned with the organization’sstrategic objectives and culture. (Evaluate) 确保培训协调和平衡了其他工具，并能运用；并且和组织战略目标及文化相匹配。 （评审）， 5. Training delivery 培训交付 6. Monitor and measure training to ensure that it isdelivered effectively and efficiently by qualified individuals. (Apply) 监控和检验培训，保证其被有资质机构高效有效的提交。 （运用）， F. _Training effectiveness evaluation __培训有效性评估_ G. Develop an evaluation plan to assess and verify theacquisition of required knowledge and skills. (Create) 开发一个评审计划对需要的知识和技能的获得进行评审和确认。 （建立）
V. Mentoring Responsibilities 辅导责任【10题】 A. _Mentoring champions, change agents, andexecutives __支持人，变更管理者及执行者指导_ 1. Project reviews 项目回顾 2. Collaborate with executives and champions on reviewingprojects, including timing, questions to ask, and setting expectations forproject timing and completion. (Create) 在项目回顾上和支持人及执行者合作，包括时间，问题答复，和在项目时间及完成度上设定期望。（建立） 3. Project sizing 项目大小 4. Collaborate with executives and champions on sizingprojects and selecting individuals and assignments for various projects.(Evaluate) 在项目大小确认上与支持人及执行者合作，并为不同的项目选择人员及任务。（评审） 5. Communications 沟通 6. Coach executives and champions on the need for constancyof purpose and message, and the importance of using clear communicationtechniques and consistent messages. (Evaluate) 在墓地及信息的准确性上对支持人及执行者进行指导，只用清晰的沟通技术及一致的信息是非常重要的。（评审） 7. Feedback 反馈 8. Use constructive techniques to provide feedback tochampions and executives. (Evaluate) 运用积极地手段给支持者和执行者反馈。 （评审） B. _Mentoring black belts and green belts __黑带和绿带指导_ 1. Individuals 个人 2. Develop a career progression ladder for black belts andgreen belts. Assess their progress and provide constructive feedback to enablethem to work effectively on team projects. Use coaching, mentoring, andintervention skills as needed, including cancelling or reassigning projects ifnecessary. (Evaluate) 为黑带和绿带开发一个职业规划，评估他们的进展并提供及时的反馈去确保他们在团队项目中高效的工作。运用指导，辅导和介入干预技巧，包括必要时取消或者调整项目 。 （评审） 3. Technical reviews 回顾技巧 4. Create guidelines and expectations for project reviews,and perform them in a timely manner. Assist project leaders in selectingappropriate content for presentation to management. (Create) 为项目回顾建立指南和期望，并定期使用他们。协助项目领导者为管理选择恰当的内容。（建立） 5. Team facilitation and meeting management 团队促进和会议管理 6. Practice and teach meeting control, analyze teamperformance at various stages of team development, and support appropriateinterventions for overcoming team challenges, including floundering, reviewingand diagnosing failing projects, etc. (Create) 联系和教导会议控制，在团队发展的各个时期分析团队表现，在团队挑战中一直给予恰当的介入支持，包括对失败项目的挣扎挽救，回顾及诊断上。（建立） C. _Mentoring non-belt employees __非带人员指导_ D. Develop information that will help non-belt projectparticipants to advance their understanding of six sigma and develop thenecessary skills and knowledge to become green belts or black belts. (Create) 建立信息库帮助相关非带项目人员进一步了解6西格玛，并提升其必要的技能和知识，让其成为绿带或者黑带。 （建立）
VI. Advanced Measurement Methods and Tools? 高等的检测方法和工具 【25题】 A. _Measurement systems analysis (MSA) __测量系统分析__（__MSA__）_ 1. Propagation of errors 问题暴露 2. Use this technique to evaluate measurement systems andcalculated values. (Evaluate) 运用这个技术去评估测量系统并计算数据。 3. Attribute (discrete) measurement systems 属性（离散）数据测量系统 4. Use various tools and methods (e.g., percent agreement,Kappa, Kendall, intra-class) 运用不同的工具和方法（比如：一致性比例，大样法，肯德尔系数，类内方法） 5. correlation coefficient (ICC) to analyze and interpretdiscrete measurement systems data. 相关系数方法去分析和解释离散测量系统数据。 6. (Evaluate) （评审） 7. Variables (continuous) measurement systems变量（连续）数据测量系统 8. Use various tools and methods (e.g.,_- R,__ - s, _individual and moving range) to analyze and interpretcontinuous measurement systems data. (Evaluate) 运用不同工具和方法（比如，xbar-r图，xbar-s图，单值位移图）去分析和解释连续性测量系统数据。 9. Process capability for non-normal data 非正态数据能力指数 10. Calculate capability using Weibull and other methods fornon-normal data. (Apply) 运用韦伯及其他非正态数据工具计算能力。（运用） B. _Measuring and modeling relationshipsbetween variables __变量间的测量及建模_ 1. Autocorrelation and forecasting 自相关过程和预测 2. Identify autocorrelated data, including time-seriesmodeling (e.g., ARIMA) and forecasting. (Understand) 定义自相关数据，包括时间列模型（比如，自回归移动平均模型）和预测。（理解） 3. Multiple regression analysis 多重回归分析 4. Apply and interpret multiple regression analysis,including using variance inflation factors (VIFs) to identify collinearityissues. (Apply) 运用和解释多重回归分析，包括运用方差膨胀隐私去定义共线性问题。（运用） 5. Logistic regression analysis 逻辑回归分析 6. Apply and interpret logistic regression analysis,including binary, ordinal, and nominal data considerations. (Apply) 运用和解释逻辑回归分析，包括二元逻辑，序数逻辑及类数逻辑数据问题。（运用） 7. Model fitting for non-linear parameters 非线性数据模型 8. Apply and interpret fits of models that are non-linear.(Apply) 运用和解释适合于非线性的模型。（运用） 9. General linear models (GLM) 广义线性模型 10. Apply and interpret GLMs using assumptions andassumptions testing. Compare and contrast GLMs with various other models,including ANOVA results, (crossed, nested, and mixed models) simple linearregression, multiple regression, ANCOVA and continuous MSA. (Apply) 运用和解释用于假设和假设验证的广义线性模型，比较和对比与其他模型，包括方差分析结果，（正交的，嵌套的和混合模型），单一线性回归，多重回归，协方差矩阵分析及不断地测量系统分析。 （运用） 11. Components of variation 变量组件 12. Select, calculate, and interpret components of variationand nested design studies. (Evaluate) 选择，计算和解释变量组件及嵌套设计研究。（评审） 13. Simulation 模拟 14. Apply simulation tools such as Monte Carlo, dynamicprocess simulation, queuing theory, etc. (Apply) 运用模拟工具，比如蒙特卡洛方法，力学模拟，排队理论等，（运用）， 15. Linear programming 线性化程序 16. Understand how linear programming principles, such ascritical path analysis, can be used in modeling diverse types of problems(e.g., planning, routing, scheduling, assignment, design) to optimize systemperformance. (Understand) 理解如何运用线性化程序原理，比如关键路径分析，可以运用于对系统表现优化驱动的几种问题模型（比如，计划，工艺路线，计划表，任务，设计）。 （理解） 17. Reliability modeling 可靠性模型 18. Use reliability modeling and tools to enhance reliabilityof a product or process and reliability growth modeling. (Apply) 运用可靠性模型和工具去提高一个产品或者过程的可靠性和可靠性发展模型。（运用） 19. Qualitative analysis 定性分析 20. Use appropriate qualitative analysis tools (affinitydiagrams, force field analysis, etc.) and analyze the results. (Analyze) 运用恰当的定性分析工具（亲和力图表，区域影响分析等）和分析结果。（分析） C. _Design of experiments (DOE) __实验设计（__DOE__）_ 1. Factor analysis 因子分析 2. Apply and interpret factor relationship diagrams. (Apply)运用和解释因子关系图表 3. Complex blocking structures 混合区域构建 4. Recognize other designs for handling more complexblocking structures, including balanced incomplete block design (BIBD(Understand) 认可其他设计对多数混合区域构建的处理，包括不完全平衡区组设计。 （理解） 5. Other DOE approaches 其他DOE方法 6. Recognize when other DOE approaches (e.g., responsesurface methodology (RSM), mixture experiments, evolutionary operations (EVOP),split-plot designs, Taguchi, D-optimal designs, etc.) should be applied.(Understand) 认可其他doe方法可以被运用（比如，响应面法，混合试验，渐进化操作，裂区设计，田口方法，D优化设计等） D. _Automated process control (APC) andstatistical process control (SPC) __自动化过程控制和统计过程控制_ E. Recognize when to use APC instead of or in conjunctionwith SPC. (Understand) 认可APC替代SPC或者同时运用 。 （理解）
Topics forPerformance-based Section of Certified Master Black Belt (MBB) Essay Responsesin Two Phases — 2½ hours 在两个阶段的相关论文是认证黑带大师基于表现的部分内容 --2.5小时
Candidates will bepresented with a fictional multi-division organization that is reviewingmultiple six sigma projects of various sizes. Each proposed project will be ledby individual black belts and their teams. Candidates will have 2 hours towrite their response to opened-ended questions about these projects. Detailswill be presented in two sets of documents: Phase 1 will be Day 0 and willfocus on project selection. Phase 2 will be presented as if 6-8 weeks have goneby since the start of the projects. 应试者将会参加一个虚拟的多部门组织，回顾多个不同大小的6西格玛项目。每个选中的项目都有单独的黑带和他们的团队领导。应试者将有2个小时去答复有关这些项目从开始到结束的问题。详细内容将有两套文件阐述。1阶段是项目刚开始，将关注项目选择；2阶段将是项目开始6-8周后的状况。
At the start of theperformance-based portion of the exam, candidates will be given 10 minutes tofamiliarize themselves with the background information and proposed projects.Candidates can then allocate their time on the two phases as they like. 在基于表现部分测试开始时，应试者将会给10分钟去熟悉背景信息和选中的项目。2个阶段的时间应试者可以随意分配。_ _
Phase 1 — Candidateswill be asked to prioritize projects and explain their reasoning in terms ofproject value and order. Responses will be scored on elements such as therationale used for ranking the projects in a specific order, the content ofpresentations created in support of those choices, communications with staff atvarious levels in relation to those selections, etc., as outlined in theperformance-based BOK descriptions below. 1阶段----应试者就项目价值及顺序上被问及项目的优化和解释原因。答案将会在以下要素上得分，比如在一个特定的要求下的项目排列理由，提交的内容支持那些选择，和那些选择相关的各层次的人员的沟通，等等，关于基于表现知识库的描述概况见下。
Phase 2 — Candidateswill be given updated information on each project and asked to respond to thoseconditions. Responses will be scored on elements such as analysis or evaluationof the projects based on their updates, insights on the cause of the problemsand creative solutions, time and resource management, interpersonal skills forconflict resolution, and other skills required of high-level, multi-projectleaders, as outlined in the performance-based BOK descriptions below. 2阶段---应试者将会获得每个项目更新的信息，并会被问及如何处理那些情况。答案将会在以下要素上得分，比如基于项目更新下的分析和评审，关注问题的原因并解决问题，时间和资源管理，内部人员冲突解决技能，高层次的其他技能，多项目领导等。关于基于表现知识库的描述概况见下，
PB-1. Enterprise-widePlanning and Deployment 公司计划及部署
Apply projectselection criteria to select and prioritize potential six sigma projects usingstrategic planning tools, immediate- and long-term business goals,executive-level directives, risk analysis results, etc. Develop and deliverformal presentations that support the project selection process, identifyprogress, explain its status at conclusion, etc. 运用项目选择准则去现则和优化使用战略计划工具识别的潜在6西格玛项目，比如短期和长期经营目标，执行层面指令，风险分析结果等等。发展和提交格式化的流程，去支持项目选择过程，定义进展，每个阶段解释状态 等等
PB-2.Cross-functional Competencies 跨功能的能力
Use feedback andprocess data from various sources to identify or develop six sigma projectsthat will respond to customer needs, eliminate process barriers, or streamlineprocesses, especially for managing projects that cross boundaries either withinor between organizations. Use appropriate communication methods that aresensitive to specific audiences when explaining projects or solutions, encouragingparticipation, or resolving issues that arise between interorganizationalgroups 运用从各个资源获得的反馈及过程数据去定义和推进6西格玛项目，这些项目用于回应顾客需求，消除过程障碍，或者优化或称，特别是管理组织内或组之间的交叉区域的项目。运用合适的沟通方式与特定受众良好沟通，当解释项目或者解决方案，鼓励参与者，或者解决内部组织群体件的问题时。
PB-3. ProjectManagement 项目管理Develop and managethe scope, schedule, cost, and risk of six sigma projects using various projectmanagement tools to ensure proper monitoring, milestone achievement, andproject success. Recognize when intervention steps must be taken to bring aproject back on track or terminate it based on analysis of internal or externalevents. 运用各种项目管理工具推进和管理6西格玛项目的范围，日程计划，成本及风险；保证合适的监控，节点成就回顾及项目成功。在分析各种内外部事件时，项目进度返回或终结的介入步骤应识别出来。
PB-4. Training andMentoring 培训和辅导Identify situationsthat require training or mentoring for all levels of participants in six sigmaprojects, from executive level champions to non-belt participants. Develop,review, and deliver information, training, or mentoring as needed for a varietyof six sigma projects, based on needs analysis, participant requests, orrecognition of situations that require intervention. 从6西格玛项目各层次参与者，执行层面非带支持人那里定义需要的培训和辅导。基于需求分析，需要的参与者或者需要介入的状况识别，为不同的6西格玛项目提供推进，回顾和提交信息，培训或者需要的辅导。
Levels of Cognitionbased on Bloom’s Taxonomy – Revised (2001) 基于布鲁姆分类法的认知水平----修订（2001）In addition to content specifics, thesubtext for each topic in this BOK also indicates the intended complexity level of the testquestions for that topic. These levels are based on “Levels of Cognition” (fromBloom’s Taxonomy – Revised, 2001) and are presented below in rank order, fromleast complex to most complex. 除了特定的内容外，这篇文章中为每个条目的解释也是指明和解释测试题目对这个条目的综合水平。这些水平基于“认知水平”（来自布鲁姆分类法—2001年修订）和下列的等级需求，从最小到最大。
Remember 记住 Recall or recognizeterms, definitions, facts, ideas, materials, patterns, sequences, methods,principles, etc. 回想或识别项目、界限、情况、想法、资源、样本、次序、方法、原则等等
Understand 理解Read and understanddescriptions, communications, reports, tables, diagrams, directions,regulations, etc. 阅读和理解描述，沟通，报告，表格，报表，指示，规章等
Apply 运用Know when and how touse ideas, procedures, methods, formulas, principles, theories, etc. 知道何时和如何使用想法，流程，方法，公式，原则，理论等。 Analyze 分析Break downinformation into its constituent parts and recognize their relationship to oneanother and how they are organized; identify sublevel factors or salient datafrom a complex scenario. 将信息拆解进其相关零件组，并且识别其相关性和它们是如何组织在一起的；定义下级因子或从一个复杂案例中获取显著的数据。
Evaluate 评审Make judgments aboutthe value of proposed ideas, solutions, etc., by comparing the proposal tospecific criteria or standards. 对提议，状况等进行价值评判，通过比较对特定条件和标准的建议。
Create 建立
Put parts or elementstogether in such a way as to reveal a pattern or structure not clearly therebefore; identify which data or information from a complex set is appropriate toexamine further or from which supported conclusions can be drawn. 揭露一个样本或结构不清楚之前的方法，将零件或要素放一起；定义那些从复杂数据或信息中哪些能够恰当的进一步检测或能够支持结论的，标识出来。
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本篇文章由yzz提供 翻译者：jmc_ld Master Black Belt Certification黑带大师认证
Body of Knowledge 知识体系库
Multiple-ChoiceSection – 100 Questions – 2½ hours 多选题部分----100题---------2.5小时
The topics in this Body of Knowledge (BOK)include descriptive details (subtext) that will be used by the Exam DevelopmentCommittee as guidelines for writing test questions. This subtext is alsodesigned to help candidates prepare for the exam by identifying specificcontent within each topic that may be tested. The subtext is not intended tolimit the subject matter or be all-inclusive of what might be covered in anexam but is intended to clarify how the topics relate to a Master Black Belt’srole. The descriptor in parentheses at the end of each entry refers to themaximum cognitive level at which the topic will be tested. A completedescription of cognitive levels is provided at the end of this document.
知识体系库的这篇主题所包括的详细内容（解释）将被考试发展协会作为笔试问题的指南。这个解释同样指导应试者明确可能将被测试的相关内容并做好测试准备。解释不是一个为考试划定界限或者规定所有可能的考试内容，而是澄清与黑带大师角色相关的内容。在每个进入的参考点的末尾的圆括号中的描述是要求掌握的最高认知程度，都将被测试。认知水平的完整表述将在该篇文章的末尾说明。
I. Enterprise-wide Planning and Deployment公司计划及部署 A. _Strategic plan development__战略计划的开展_ B. Describe strategic planning tools and methods (hoshinkanri, SWOT, PEST, etc.) and their utilizationin developing enterprise planning. (Apply)描述战略计划的工具和方法（策略管理，企业战略分析方法；宏观环境分析模型；等等）和他们在公司发展计划中的运用状况。（运用） C. _Strategic plan alignment __战略计划路线_ 1. Strategic deployment goals战略部署目标 2. Describe how to develop strategic deployment goals.(Apply)描述如何提升战略部署目标（运用） 3. Project alignment with strategic plan战略计划的项目线路 4. Describe how to align projects to the organizationalstrategic plan. (Apply)描述如何确定项目去达成公司战略计划。（运用） 5. Project alignment with business objectives经营目标的具体线路 6. Describe how projects are aligned with businessobjectives. (Apply)描述如何确定项目去达成经营目标（运用） D. _Deployment of six sigma systems 6__西格玛的部署_ E. Describe the following key deployment elements. (Apply) 部署要点的描述（运用） 1. Governance (quality councils or process leadership teams) 管理（质量例会或过程领导小组） 2. Assessment (maturity models and organizational readiness)评估（成熟度模型或组织准备） 3. Resource planning (identify candidates andcosts/benefits) 资源计划（定义人员及费用、利润） 4. Resource development (train and coach) 资源开发（培训及辅导） 5. Execution (deliver on project results) 实行（项目结果的提交） 6. Measure and improve the system (drive improvement intothe systems, multiphase planning) 测量及提升系统（驱动系统改善，多阶段计划） F. _Six sigma methodologies 6__西格玛方法_ G. Demonstrate an advanced understanding of the followingmethodologies, including their associated tools and techniques. (Apply) 显示对以下方法更深的理解，包括他们相关的工具和技术（运用） 1. DMAIC DMAIC过程 2. DFSS 6西格玛设计 3. Lean 精益 4. Business systems and process management 经营系统及过程管理 H. _Opportunities for improvement __改善机会_ 1. Project identification 项目定义 2. Facilitate working sessions to identify new projectopportunities that can be prioritized. (Apply) 促使工作会议定义优先的改善机会（运用） 3. Project qualification 项目立项 4. Determine the elements of a well-defined project (i.e.,business case), the process for approving these projects, and tools used inproject definition (QFD, process maps, value stream maps, FMEA, CTx (criticalto … customer, … design, … quality), etc. (Apply) 确认定义好的项目的要素（比如，经营案例），确认影响过程，项目定义的工具运用（质量功能展开，过程流程图，价值流、FMEA,关键特性（关键顾客，设计，质量）等等，（运用） 5. Stakeholder engagement 项目负责人确认 6. Describe to how to engage stakeholders. (Apply) 描述如何确认项目负责人。（运用） 7. Intervention techniques 运用技术 8. Describe techniques for intervening across levels toprevent potential project failures to drive success. (Apply) 描述运用的技术介入到各个层次，预防潜在的项目失败点，保证成功。（运用） 9. Creativity and innovation tools 创造性及创新性运用工具 10. Use these tools to develop concept alternatives. (Apply) 灵活运用这些工具，发展理论.(运用) I. _Risk analysis of projects and the pipeline__项目及渠道的风险分析_ 1. Risk management 风险管理 2. Use risk management and analysis tools to analyzeorganizational elements, to appraise portfolios and critical projects, and toidentify potential problem areas. (Evaluate) 运用风险管理及分析工具分析组织要素，去评估文件及关键项目，并且定义出潜在问题区域。（评估） 3. Pipeline creation 渠道建立 4. Create, manage and prioritize a pipeline of potentialprojects for consideration. (Create) 建立，管理和优先一个渠道，为需要考虑的潜在项目。（建立） 5. Pipeline management 渠道管理 6. Create a selection process that provides a portfolio ofactive six sigma opportunities that are clearly aligned and prioritized tomeet/exceed strategic goals. (Create) 建立一个挑选程序来证明6西格玛改进机会是明确且优先的迎合战略目标。（建立） J. _Organizational design __组织设计_ 1. Systems thinking 系统性思考 2. Apply systems thinking to anticipate the effect thatcomponents of a system can have on other subsystems and adjacent systems.Analyze the impact of actions taken in one area of the organization and howthose actions can affect other areas or the customer, and use appropriate toolsto prevent unintended consequences. (Analyze) 运用系统性思考来预先考虑系统组件被其他子系统或者相邻系统的影响，分析组织在某一区域的行动的冲击，并且分析这些行动是如何影响别的区域或者客户的，并运用恰当的工具预防非预期后果。（分析） 3. Organizational maturity and culture 组织成熟及文化 4. Describe the implications these factors can have on sixsigma implementation, including potential barriers. (Understand) 描述这些因素对6西格玛成果的意义，包括潜在障碍。（理解） 5. Organizational culture change techniques 组织文化改变技术 6. Describe techniques for changing an organizationalculture, such as rewards and recognition, team competiveness, communications ofprogram successes, and appropriate cascading of goals throughout theorganization. (Apply) 描述改变组织文化的技术，比如奖赏和赞誉，团队竞争力，成功项目交流，以及一连串恰当的对组织进行目标持续宣贯。（运用） K. _Organizational commitment __组织委任_ 1. Techniques to gain commitment 获得委任的技术 2. Describe how to gain commitment from the organization’sleadership for the six sigma effort. (Understand) 描述为6西格玛成果如何从组织领导者那里获得委任。（理解） 3. Necessary organizational structure fordeployment 必要的组织架构 4. Develop the inherent organizational structure needed forsuccessful deployment. (Apply) 为成功的部署开发内部组织架构。（运用） 5. Communications with management沟通管理 6. Describe elements of effective communications withmanagement regarding organizational benefits, failures, and lessons learned.(Apply) 描述有效沟通的管理要素，关注于组织利益，风险及经验教训学习。（运用） 7. Change management 变更管理 8. Describe the MBB role in change management and applyvarious techniques to overcome barriers to successful organizationaldeployment. (Apply) 描述黑带大师在变更管理的角色，并运用各种技术去克服障碍以成功完成组织部署。（运用） L. _Organizational finance and businessperformance metrics __组织财务及经营表现指标_ 1. Financial measures 财务的指标 2. Define and use financial measures, including revenuegrowth, market share, margin, cost of quality (COQ), net present value (NPV),return on investment (ROI), cost-benefit analysis, activity-based cost analysisand breakeven time performance etc. (Analyze) 定义和运用财务指标，包括收益增长，市场份额，利润，质量成本，投资净现值，投资回报率，成本效益分析，作业成本分析及保本时间等。（分析） 3. Business performance measures 经营表现指标 4. Describe various business performance measures, includingbalanced scorecard, key performance indicators (KPIs), and the financial impactof customer loyalty; and describe how they used for project selection,deployment, and management. (Analyze) 描述各种经营表现只掉，包括平衡积分卡，关键绩效指标，和有关顾客忠诚度的财务冲击；同时描述这些工具在项目选择，部署及管理上的运用。（分析） 5. Project cash flow 项目现金流 6. Develop a project cash flow stream. Describe the relationof time to cash flow and difficulties in forecasting cash flow. (Analyze) 开发一个项目现金流程，描述在预计的现金流中，现金流与时间的关系及困难。（分析） 7. Sarbanes-Oxley (SOX) Act 萨班斯法案 8. Understand the requirements for financial controlsdictated by SOX. (Understand) 理解萨班斯法案对财务控制的要求。（理解）
II. Cross-functional Competencies 跨功能的能力【15题】 A. _Data gathering __数据收集_ B. Assess the appropriate collection of Voice of theCustomer and Voice of the Process data, both internal and external, and developa customer-focused strategy for capturing and assessing customer feedback on aregular basis. (Evaluate) 对顾客呼声及过程数据评估恰当的收集方案，包括内外部，并开发一个顾客关注策略定期获取和评审顾客反馈。（评估） C. _Internal organizational challenges_ 内部组织挑战 1. Organizational dynamics 组织动力 2. Use knowledge of human and organizational dynamics toenhance project success and align cultural objectives with organizationalobjectives. (Apply) 运用人力知识及组织动力去提高项目成功率，并且让组织事务和文化事务紧密协调合作。（运用） 3. Intervention styles 介入方式 4. Use appropriate intervention, communications, andinfluence styles, and adapt those styles to specific situations (i.e.,situational leadership). (Apply) 运用恰当的介入方式，沟通，和影响力方式；并在特定情况下合理运用这些方式。（比如，情绪领导理论）。 （运用） 5. Interdepartmental conflicts 部门间的冲突 6. Address and resolve potential situations which couldcause the program or a project to under-perform. (Apply) 提出并解决那些可能导致流程或项目表现不佳的潜在职位。（运用） D. _Executive and team leadership roles __执行者和小组领导角色_ 1. Executive leadership roles 执行者领导角色 2. Describe the roles and responsibilities of executive leadersin the deployment of six sigma in terms of providing resources, managingchange, communicating ideas, etc. (Analyze) 在6西格玛部署中，执行者领导的角色和职责是提供资源，变更管理，沟通想法，等。（分析） 3. Leadership for deployment 部署领导 4. Create action plans to support optimal functioning of masterblack belts, black belts, green belts, champions, and other participants in thedeployment effort. Design, coordinate, and participate in deploymentactivities, and ensure that project leaders and teams have the requiredknowledge, skills, abilities, and attitudes to support the organization’s sixsigma program. (Create) 在部署过程中建立行动计划以支持建立最优的功能小组，包括黑带大师，黑带，绿带，支持人及其他相关人员。在部署行动中设计，协调并参与其中，并保证项目领导和小组具备需要的知识，技能，能力，和支持组织6西格玛项目的态度。（建立）
III. Project Management 项目管理【15题】 A. P_roject execution __项目执行_ 1. Cross-functional project assessment 跨功能项目评审 2. Appraise interrelated projects for scope overlap andrefinement and identify opportunities for leveraging concomitant projects.Identify and participate in the implementation of multi-disciplinary redesignand improvement projects. (Analyze) 评估相关项目的重叠区域和精华并为支持附带的项目寻求机会。确定和介入对多学科重新设计及改进项目的执行。（分析）。 3. Executive and mid-level managementengagement 执行和中层管理保证 4. Formulate the positioning of multiple projects in termsof providing strategic advice to top management and affected mid-levelmanagers. (Create) 为高层提供战略性意见及影响中层管理者，为多种项目规划定位 （建立） 5. Project prioritization 项目优先化 6. Prioritize projects in terms of their criticality to theorganization. (Apply) 根据项目的关键性对项目进行优先措施。（运用） B. _Project oversight and management __项目监察和管理_ 1. Project management principles 项目管理原则 2. Oversee critical projects and evaluate them in terms oftheir scope, goals, time, cost, quality, human resources requirements,communications needs, and risks. Identify and balance competing project demandswith regard to prioritization, project resources, customer requirements, etc.(Evaluate) 对关键项目的项目范围，目标，时间，成本，质量，必要的人力资源，必要的沟通及风险进行全程的监督和评审。根据优先性，项目资源，顾客需求等确定和平衡项目需求。（评审） 3. Measurement 检测 4. Support and review the development of an overallmeasurement methodology to record the progress and ongoing status of projectsand their overall impact on the organization. (Evaluate) 支持和回顾所有的检测手段的发展，记录项目的目前状态及进展，以及特闷对组织的所有影响。（评审） 5. Monitoring 监控 6. Apply appropriate monitoring and control methodologies toensure that consistent methods are used in tracking tasks and milestones.(Apply) 运用恰当的监控和控制手段保证一致的手段对任务和回顾点进行跟踪。 （运用） 7. Project status communication 项目状态沟通 8. Develop and maintain communication techniques that willkeep critical stakeholders and communities apprised of project status, results,and accountability. (Create) 养成和保持沟通技巧，让关键项目负责人和组员评审项目状态，结果及问责。 （建立） 9. Supply/Demand management 供求管理 10. Generate accurate project supply/demand projections,associated resource requirements analysis, and mitigate any issues. (Create) 创建优秀项目的供求计划，包括必须资源分析和缓解风险。 （建立） 11. Corrective action 纠正措施 12. Facilitate corrective actions and responses to customersabout the corrective action and its impact. (Apply) 有关顾客的纠正措施及影响，督促纠正措施和责任的实行。 （运用） C. _Project management infrastructure __项目管理基础建设_ 1. Governance methods and tools 管理手段和工具 2. Develop governance documents, tracking tools, and othermethodologies that will support project success. (Create) 开发管理文件，跟踪工具，和其他将支持项目成功的手段。（建立） 3. Performance measurement 绩效评估 4. Design a system for measuring project and portfolioperformance. (Create) 设计一个评估项目和文件表现的系统。（建立） D. _Project financial tools __项目财务工具_ 1. Budgets and forecasts 预算和预测 2. Assess and explain budget implications, forecasting,measurement, monitoring, risk analysis, and prioritization for portfolio levelprojects. (Evaluate) 评审和解释预算含义，预测，检测，监控，风险分析和投资项目等级优先性。 （评审） 3. Costing concepts 费用概念 4. Define the concepts of hard and soft dollars and use costof poor quality tools, activity-based costing, and other methods to assess andprioritize portfolios. (Apply) 定义硬收益及软收益，运用低品质费用工具，日常费用及其他手段评审和优先投资。（运用）
IV. Training Design and Delivery (10Questions) 培训设计及交付（10题） A. _Training needs analysis __培训需求分析_ B. Assess the current level of knowledge and skills in eachtarget group in relation to the skills and abilities that are needed. Conduct agap analysis to determine the training needs for each target group. (Evaluate) 对每个目标团队所需技能和能力，及目前的知识及技能水平进行评审；进行差距分析并制定培训需求。 （评审） C. _Training plans __培训计划_ D. Design training plans to close the knowledge and skillsgaps. Refine the plans based on the number of people needing to be trained in aparticular technique or skill, and whether multi-disciplinary or multi-levelcompetency training is appropriate. (Create) 设计培训计划去缩小知识技能差距，就某一特定技术或技能基于所需人数优化计划，和不管是多学科或多层次能力培训的计划，是恰当的。 （建立） E. _Training materials and curriculumdevelopment_ 培训教材及课程开发 1. Adult learning theory 成熟的学习理论 2. Evaluate and select training materials and resources thatadhere to adult learning theories. (Analyze) 评审和选择培训教材和资源以达到成熟学历理论的要求。 （分析） 3. Integration 整合 4. Ensure that the training harmonizes and leverages othertools and approaches being used and that it is aligned with the organization’sstrategic objectives and culture. (Evaluate) 确保培训协调和平衡了其他工具，并能运用；并且和组织战略目标及文化相匹配。 （评审）， 5. Training delivery 培训交付 6. Monitor and measure training to ensure that it isdelivered effectively and efficiently by qualified individuals. (Apply) 监控和检验培训，保证其被有资质机构高效有效的提交。 （运用）， F. _Training effectiveness evaluation __培训有效性评估_ G. Develop an evaluation plan to assess and verify theacquisition of required knowledge and skills. (Create) 开发一个评审计划对需要的知识和技能的获得进行评审和确认。 （建立）
V. Mentoring Responsibilities 辅导责任【10题】 A. _Mentoring champions, change agents, andexecutives __支持人，变更管理者及执行者指导_ 1. Project reviews 项目回顾 2. Collaborate with executives and champions on reviewingprojects, including timing, questions to ask, and setting expectations forproject timing and completion. (Create) 在项目回顾上和支持人及执行者合作，包括时间，问题答复，和在项目时间及完成度上设定期望。（建立） 3. Project sizing 项目大小 4. Collaborate with executives and champions on sizingprojects and selecting individuals and assignments for various projects.(Evaluate) 在项目大小确认上与支持人及执行者合作，并为不同的项目选择人员及任务。（评审） 5. Communications 沟通 6. Coach executives and champions on the need for constancyof purpose and message, and the importance of using clear communicationtechniques and consistent messages. (Evaluate) 在墓地及信息的准确性上对支持人及执行者进行指导，只用清晰的沟通技术及一致的信息是非常重要的。（评审） 7. Feedback 反馈 8. Use constructive techniques to provide feedback tochampions and executives. (Evaluate) 运用积极地手段给支持者和执行者反馈。 （评审） B. _Mentoring black belts and green belts __黑带和绿带指导_ 1. Individuals 个人 2. Develop a career progression ladder for black belts andgreen belts. Assess their progress and provide constructive feedback to enablethem to work effectively on team projects. Use coaching, mentoring, andintervention skills as needed, including cancelling or reassigning projects ifnecessary. (Evaluate) 为黑带和绿带开发一个职业规划，评估他们的进展并提供及时的反馈去确保他们在团队项目中高效的工作。运用指导，辅导和介入干预技巧，包括必要时取消或者调整项目 。 （评审） 3. Technical reviews 回顾技巧 4. Create guidelines and expectations for project reviews,and perform them in a timely manner. Assist project leaders in selectingappropriate content for presentation to management. (Create) 为项目回顾建立指南和期望，并定期使用他们。协助项目领导者为管理选择恰当的内容。（建立） 5. Team facilitation and meeting management 团队促进和会议管理 6. Practice and teach meeting control, analyze teamperformance at various stages of team development, and support appropriateinterventions for overcoming team challenges, including floundering, reviewingand diagnosing failing projects, etc. (Create) 联系和教导会议控制，在团队发展的各个时期分析团队表现，在团队挑战中一直给予恰当的介入支持，包括对失败项目的挣扎挽救，回顾及诊断上。（建立） C. _Mentoring non-belt employees __非带人员指导_ D. Develop information that will help non-belt projectparticipants to advance their understanding of six sigma and develop thenecessary skills and knowledge to become green belts or black belts. (Create) 建立信息库帮助相关非带项目人员进一步了解6西格玛，并提升其必要的技能和知识，让其成为绿带或者黑带。 （建立）
VI. Advanced Measurement Methods and Tools? 高等的检测方法和工具 【25题】 A. _Measurement systems analysis (MSA) __测量系统分析__（__MSA__）_ 1. Propagation of errors 问题暴露 2. Use this technique to evaluate measurement systems andcalculated values. (Evaluate) 运用这个技术去评估测量系统并计算数据。 3. Attribute (discrete) measurement systems 属性（离散）数据测量系统 4. Use various tools and methods (e.g., percent agreement,Kappa, Kendall, intra-class) 运用不同的工具和方法（比如：一致性比例，大样法，肯德尔系数，类内方法） 5. correlation coefficient (ICC) to analyze and interpretdiscrete measurement systems data. 相关系数方法去分析和解释离散测量系统数据。 6. (Evaluate) （评审） 7. Variables (continuous) measurement systems变量（连续）数据测量系统 8. Use various tools and methods (e.g.,_- R,__ - s, _individual and moving range) to analyze and interpretcontinuous measurement systems data. (Evaluate) 运用不同工具和方法（比如，xbar-r图，xbar-s图，单值位移图）去分析和解释连续性测量系统数据。 9. Process capability for non-normal data 非正态数据能力指数 10. Calculate capability using Weibull and other methods fornon-normal data. (Apply) 运用韦伯及其他非正态数据工具计算能力。（运用） B. _Measuring and modeling relationshipsbetween variables __变量间的测量及建模_ 1. Autocorrelation and forecasting 自相关过程和预测 2. Identify autocorrelated data, including time-seriesmodeling (e.g., ARIMA) and forecasting. (Understand) 定义自相关数据，包括时间列模型（比如，自回归移动平均模型）和预测。（理解） 3. Multiple regression analysis 多重回归分析 4. Apply and interpret multiple regression analysis,including using variance inflation factors (VIFs) to identify collinearityissues. (Apply) 运用和解释多重回归分析，包括运用方差膨胀隐私去定义共线性问题。（运用） 5. Logistic regression analysis 逻辑回归分析 6. Apply and interpret logistic regression analysis,including binary, ordinal, and nominal data considerations. (Apply) 运用和解释逻辑回归分析，包括二元逻辑，序数逻辑及类数逻辑数据问题。（运用） 7. Model fitting for non-linear parameters 非线性数据模型 8. Apply and interpret fits of models that are non-linear.(Apply) 运用和解释适合于非线性的模型。（运用） 9. General linear models (GLM) 广义线性模型 10. Apply and interpret GLMs using assumptions andassumptions testing. Compare and contrast GLMs with various other models,including ANOVA results, (crossed, nested, and mixed models) simple linearregression, multiple regression, ANCOVA and continuous MSA. (Apply) 运用和解释用于假设和假设验证的广义线性模型，比较和对比与其他模型，包括方差分析结果，（正交的，嵌套的和混合模型），单一线性回归，多重回归，协方差矩阵分析及不断地测量系统分析。 （运用） 11. Components of variation 变量组件 12. Select, calculate, and interpret components of variationand nested design studies. (Evaluate) 选择，计算和解释变量组件及嵌套设计研究。（评审） 13. Simulation 模拟 14. Apply simulation tools such as Monte Carlo, dynamicprocess simulation, queuing theory, etc. (Apply) 运用模拟工具，比如蒙特卡洛方法，力学模拟，排队理论等，（运用）， 15. Linear programming 线性化程序 16. Understand how linear programming principles, such ascritical path analysis, can be used in modeling diverse types of problems(e.g., planning, routing, scheduling, assignment, design) to optimize systemperformance. (Understand) 理解如何运用线性化程序原理，比如关键路径分析，可以运用于对系统表现优化驱动的几种问题模型（比如，计划，工艺路线，计划表，任务，设计）。 （理解） 17. Reliability modeling 可靠性模型 18. Use reliability modeling and tools to enhance reliabilityof a product or process and reliability growth modeling. (Apply) 运用可靠性模型和工具去提高一个产品或者过程的可靠性和可靠性发展模型。（运用） 19. Qualitative analysis 定性分析 20. Use appropriate qualitative analysis tools (affinitydiagrams, force field analysis, etc.) and analyze the results. (Analyze) 运用恰当的定性分析工具（亲和力图表，区域影响分析等）和分析结果。（分析） C. _Design of experiments (DOE) __实验设计（__DOE__）_ 1. Factor analysis 因子分析 2. Apply and interpret factor relationship diagrams. (Apply)运用和解释因子关系图表 3. Complex blocking structures 混合区域构建 4. Recognize other designs for handling more complexblocking structures, including balanced incomplete block design (BIBD(Understand) 认可其他设计对多数混合区域构建的处理，包括不完全平衡区组设计。 （理解） 5. Other DOE approaches 其他DOE方法 6. Recognize when other DOE approaches (e.g., responsesurface methodology (RSM), mixture experiments, evolutionary operations (EVOP),split-plot designs, Taguchi, D-optimal designs, etc.) should be applied.(Understand) 认可其他doe方法可以被运用（比如，响应面法，混合试验，渐进化操作，裂区设计，田口方法，D优化设计等） D. _Automated process control (APC) andstatistical process control (SPC) __自动化过程控制和统计过程控制_ E. Recognize when to use APC instead of or in conjunctionwith SPC. (Understand) 认可APC替代SPC或者同时运用 。 （理解）
Topics forPerformance-based Section of Certified Master Black Belt (MBB) Essay Responsesin Two Phases — 2½ hours 在两个阶段的相关论文是认证黑带大师基于表现的部分内容 --2.5小时
Candidates will bepresented with a fictional multi-division organization that is reviewingmultiple six sigma projects of various sizes. Each proposed project will be ledby individual black belts and their teams. Candidates will have 2 hours towrite their response to opened-ended questions about these projects. Detailswill be presented in two sets of documents: Phase 1 will be Day 0 and willfocus on project selection. Phase 2 will be presented as if 6-8 weeks have goneby since the start of the projects. 应试者将会参加一个虚拟的多部门组织，回顾多个不同大小的6西格玛项目。每个选中的项目都有单独的黑带和他们的团队领导。应试者将有2个小时去答复有关这些项目从开始到结束的问题。详细内容将有两套文件阐述。1阶段是项目刚开始，将关注项目选择；2阶段将是项目开始6-8周后的状况。
At the start of theperformance-based portion of the exam, candidates will be given 10 minutes tofamiliarize themselves with the background information and proposed projects.Candidates can then allocate their time on the two phases as they like. 在基于表现部分测试开始时，应试者将会给10分钟去熟悉背景信息和选中的项目。2个阶段的时间应试者可以随意分配。_ _
Phase 1 — Candidateswill be asked to prioritize projects and explain their reasoning in terms ofproject value and order. Responses will be scored on elements such as therationale used for ranking the projects in a specific order, the content ofpresentations created in support of those choices, communications with staff atvarious levels in relation to those selections, etc., as outlined in theperformance-based BOK descriptions below. 1阶段----应试者就项目价值及顺序上被问及项目的优化和解释原因。答案将会在以下要素上得分，比如在一个特定的要求下的项目排列理由，提交的内容支持那些选择，和那些选择相关的各层次的人员的沟通，等等，关于基于表现知识库的描述概况见下。
Phase 2 — Candidateswill be given updated information on each project and asked to respond to thoseconditions. Responses will be scored on elements such as analysis or evaluationof the projects based on their updates, insights on the cause of the problemsand creative solutions, time and resource management, interpersonal skills forconflict resolution, and other skills required of high-level, multi-projectleaders, as outlined in the performance-based BOK descriptions below. 2阶段---应试者将会获得每个项目更新的信息，并会被问及如何处理那些情况。答案将会在以下要素上得分，比如基于项目更新下的分析和评审，关注问题的原因并解决问题，时间和资源管理，内部人员冲突解决技能，高层次的其他技能，多项目领导等。关于基于表现知识库的描述概况见下，
PB-1. Enterprise-widePlanning and Deployment 公司计划及部署
Apply projectselection criteria to select and prioritize potential six sigma projects usingstrategic planning tools, immediate- and long-term business goals,executive-level directives, risk analysis results, etc. Develop and deliverformal presentations that support the project selection process, identifyprogress, explain its status at conclusion, etc. 运用项目选择准则去现则和优化使用战略计划工具识别的潜在6西格玛项目，比如短期和长期经营目标，执行层面指令，风险分析结果等等。发展和提交格式化的流程，去支持项目选择过程，定义进展，每个阶段解释状态 等等
PB-2.Cross-functional Competencies 跨功能的能力
Use feedback andprocess data from various sources to identify or develop six sigma projectsthat will respond to customer needs, eliminate process barriers, or streamlineprocesses, especially for managing projects that cross boundaries either withinor between organizations. Use appropriate communication methods that aresensitive to specific audiences when explaining projects or solutions, encouragingparticipation, or resolving issues that arise between interorganizationalgroups 运用从各个资源获得的反馈及过程数据去定义和推进6西格玛项目，这些项目用于回应顾客需求，消除过程障碍，或者优化或称，特别是管理组织内或组之间的交叉区域的项目。运用合适的沟通方式与特定受众良好沟通，当解释项目或者解决方案，鼓励参与者，或者解决内部组织群体件的问题时。
PB-3. ProjectManagement 项目管理Develop and managethe scope, schedule, cost, and risk of six sigma projects using various projectmanagement tools to ensure proper monitoring, milestone achievement, andproject success. Recognize when intervention steps must be taken to bring aproject back on track or terminate it based on analysis of internal or externalevents. 运用各种项目管理工具推进和管理6西格玛项目的范围，日程计划，成本及风险；保证合适的监控，节点成就回顾及项目成功。在分析各种内外部事件时，项目进度返回或终结的介入步骤应识别出来。
PB-4. Training andMentoring 培训和辅导Identify situationsthat require training or mentoring for all levels of participants in six sigmaprojects, from executive level champions to non-belt participants. Develop,review, and deliver information, training, or mentoring as needed for a varietyof six sigma projects, based on needs analysis, participant requests, orrecognition of situations that require intervention. 从6西格玛项目各层次参与者，执行层面非带支持人那里定义需要的培训和辅导。基于需求分析，需要的参与者或者需要介入的状况识别，为不同的6西格玛项目提供推进，回顾和提交信息，培训或者需要的辅导。
Levels of Cognitionbased on Bloom’s Taxonomy – Revised (2001) 基于布鲁姆分类法的认知水平----修订（2001）In addition to content specifics, thesubtext for each topic in this BOK also indicates the intended complexity level of the testquestions for that topic. These levels are based on “Levels of Cognition” (fromBloom’s Taxonomy – Revised, 2001) and are presented below in rank order, fromleast complex to most complex. 除了特定的内容外，这篇文章中为每个条目的解释也是指明和解释测试题目对这个条目的综合水平。这些水平基于“认知水平”（来自布鲁姆分类法—2001年修订）和下列的等级需求，从最小到最大。
Remember 记住 Recall or recognizeterms, definitions, facts, ideas, materials, patterns, sequences, methods,principles, etc. 回想或识别项目、界限、情况、想法、资源、样本、次序、方法、原则等等
Understand 理解Read and understanddescriptions, communications, reports, tables, diagrams, directions,regulations, etc. 阅读和理解描述，沟通，报告，表格，报表，指示，规章等
Apply 运用Know when and how touse ideas, procedures, methods, formulas, principles, theories, etc. 知道何时和如何使用想法，流程，方法，公式，原则，理论等。 Analyze 分析Break downinformation into its constituent parts and recognize their relationship to oneanother and how they are organized; identify sublevel factors or salient datafrom a complex scenario. 将信息拆解进其相关零件组，并且识别其相关性和它们是如何组织在一起的；定义下级因子或从一个复杂案例中获取显著的数据。
Evaluate 评审Make judgments aboutthe value of proposed ideas, solutions, etc., by comparing the proposal tospecific criteria or standards. 对提议，状况等进行价值评判，通过比较对特定条件和标准的建议。
Create 建立
Put parts or elementstogether in such a way as to reveal a pattern or structure not clearly therebefore; identify which data or information from a complex set is appropriate toexamine further or from which supported conclusions can be drawn. 揭露一个样本或结构不清楚之前的方法，将零件或要素放一起；定义那些从复杂数据或信息中哪些能够恰当的进一步检测或能够支持结论的，标识出来。
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liphking (威望:2) (上海 青浦区) 电信通讯 工程师
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