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Wiki BoK Levels In traditional Lean Six Sigma this level is known as Lean Six Sigma White Belt In traditional Lean Six Sigma this level is known as Lean Six Sigma Yellow Belt In traditional Lean Six Sigma this level is known as Lean Six Sigma Green Belt In traditional Lean Six Sigma this level is known as Lean Six Sigma Black Belt In traditional Lean Six Sigma this level is known as Lean Six Sigma Master Black Belt Our aim is not to invent new frameworks and terminology, but to integrate and leverage the individual merits of each respective BoK where appropriate. These columns are for reference and example only, and are not intended to be an exhaustive list.
Category Name Concept Name Knowledge Element Number Knowledge Element Name Description Level 1 Level 2 Level 3 Level 4 Level 5 Supporting BoK Enabling Skill, Knowledge, or Behavior (Examples are a Short List for Reference) Enabling Templates, Forms, or Methods (Examples are a Short List for Reference) Enabling Software, Hardware, or Application (Examples are a Short List for Reference)
People Leadership 1 Facilitate Decision Making The process of making choices through identification of critical factors, evaluating options, anticipating outcomes, and navigating risk -Identify and deliver requested information and data to allow leaders the ability to make an informed decision -Identify and deliver requested information and data to allow leaders the ability to make an informed decision -Differentiate who makes which decisions for the team -Apply the elements of good decision making (see description)-Facilitate the action(s) when a decision has been made -Analyze decions made by the project team and recommend course corrections if applicable -Coach others on the elements of making good decisions (see description) -Consensus building -Nemawashi (Japanase) -Strategic Execution Model (SEM) -Powersteering -Minitab Engage -Instantis
People Leadership 2 KPI/OKR Alignment KPI/OKR influence and drive the behaviors of the enterprise from top to bottom -Recall organizational KPIs/OKRs -Recall organizational KPIs/OKRs -Understand how process-level metrics support applicable KPIs/OKRs -Describe different levels of KPIs/OKRs -Develop improvement projects to achieve KPI/OKR results -Facilitate and apply improvement projects to meet KPIs/OKRs  -Synthesize KPIs/OKRs from top to bottom of the organization, and align across the enterprise -Design improvement program to support and align to KPIs/OKRs -Enterprise process management -Strategic Execution Model (SEM) -Powersteering -Minitab Engage -Instantis
People Leadership 3 Strategic Planning, Alignment, and Execution Uniting vision to mission and aligning continuous improvement efforts to enterprise strategy through end-to-end value stream analysis -Recall the enterprise vision and mission -Recall the enterprise vision and mission -Explain the enterprise vision and mission -Understand how a project aligns with the enterprise vision and mission -Facilitate improvement efforts that align with the vision and mission -Create the continuous improvment strategy supporting the vision and mission -Synthesize continuous improvement activities that support and align to the vision and mission -Enterprise process management -Hoshin Kanri -Strategic Execution Model (SEM) -Powersteering -Minitab Engage -Instantis
People Leadership 4 Leaders as Coaches Coaching enables the team to succeed, and leaders must be able to coach the vision and mission - one cannot be a Leader without being a coach -NR -NR -NR -Apply coaching techniques to your projects -Develop Levels 1-3 teammates in improvement methodologies -Analyze Level 4 coaching ability -Identify and develop coaches and design coaching culture across the enterprise International Coaching Federation- Professional Coaching Association See supporting BoK See supporting BoK See supporting BoK
People Leadership 5 Whole Person Intelligence Effective leaders and teams are well-rounded and collectively possess all three smarts (i.e., book, emotional, and street) -NR -Define the different types of smarts -Understand and explain the smarts -Differentiate between the smarts and when each is required -Apply your strengths -Interpret and navigate your weaknesses -Analyze strengths and weaknesses in others -Analyze your weaknesses and develop strategies around them them www.franklincovey.com See supporting BoK See supporting BoK See supporting BoK
People Leadership 6 Virtual Leadership Inspire, motivate and enable teams to succeed in a virtual or blended environment -NR -Identify what to expect from a leader in a virtual environment -Explain effective virtual leadership traits and behaviors -Differentiate effective and ineffective virtual leadership -Develop virtual engagement plan to maintain a line of communication -Facilitate the inspiration, motivation and enablement of virtual teams -Create a culture of inspiration, motivation and enablement -Analyze team health and well-being both emotionally and physically Leadership Training Solutions (johnmaxwell.co) See supporting BoK See supporting BoK See supporting BoK
People Leadership 7 Virtual Management Oversee team as they accomplish tasks, goals and objectives in a virtual or blended environment -NR -Identify what to expect from a manager in a virtual environment -Explain effective virtual management traits and behaviors -Differentiate effective and ineffective virtual management -Develop virtual engagement plan to maintain progress toward goals and objectives -Facilitate the execution of the mission and tasks to accomplish goals and objetives -Analyze health and well-being of the progress toward goals and objectives -Create course correction plans as appropriate -Create collaborative environment -Manage team conflict Miro and Mural templates -MS Teams -Dropbox -Miro / Mural
People Leadership 8 Candidate Selection / Assessing Talent Being able to correctly assess a candidate's ability, capability and potential to progress through the levels of continuous improvement -NR -NR -NR -Interpret candidate's knowledge, skills, abilities and potential for progression -Construct an individual development plan with candidates -Analyze candidate's performance and progress -Recommend candidate's with the appropriate knowledge, skills, ability and potential for progression Analyze and interpret candidate resumes, job applications, and interview responses Applicant tracking system (APS) -Workday -Oracle Taleo
People Teaching and Learning 1 Mentoring An agreed upon repriprocal learning partnership where the mentor assists in the development of mutually defined knowledge, skills, abilities and thinking -Identify the need for a mentor and request one -Identify the need for a mentor and request one -Explain the benefits a mentor provides and request one -Differentiate your strengths and weakensses for a potential mentee role -Develop the knowledge, skills and abilities of a mentor -Construct a level 1-3 mentor program -Design a mentorhsip program within your portfolio -Identify and recommend who would make a good mentor for different strenghts and weaknesses - Emotional intelligence -Communication skills Tool within MentorCloud MentorCloud
People Teaching and Learning 2 Facilitation (Virtual, Face-to-Face, Blended) To lead a team by asking questions, mediating opposing viewpoints, and ensuring all team members' viewpoints are heard -NR -Define the elements of effective facilitation -Differentiate strategies for engaging individual team members -Understand the importance of moving the team to consensus -Develop team trust -Apply the elements of effective facilitation -Create an environment for a flow of ideas to maximize performance -Recommend alternate ways to redirect the team when they are stuck Intimate knowledge of learning styles: Auditory, tactile, visual, kinesthetic VARK questionarre - MS Teams -Zoom -Augmented reality / virtual reality
People Teaching and Learning 3 Knowledge Management The set of processes relating to creating, sharing, using, storing and managing knowledge to support organizational learning -NR -Recall where the knowledge management portals are within the organization -Explain how the knowledge management portals work -Differentiate what knowledge goes into what portal -Facilitate updates to knowledge management portals -Apply leveraged opportunities and best practices from knowledge management portals -Synthesize knowledge management portals to support organizational learning and leverage potential opportunities and best practices -Design policies for knowledge management for continuous improvement -Information management -Data management -Failure modes and effects analysis -Sharepoint -Knowledge managment systems -Slack
People Teaching and Learning 4 Learning Management Managing the learning and development within the organization -NR -Recall the importance of learning management in the organization -Understand the importance of learning management in the organization -Develop a learning and development roadmap for continuous improvement within the organization -Analyze the learning management system within the organization -Make recommendations on how to improve the learning management within the organization -Information management -Data management -Virtual learning environments -Mobil learning platforms -Khan Academy -Sharepoint -Learning management systems
People Teaching and Learning 5 Benchmarking The process of evaluation by comparison to a standard or best-in-class -Define benchmarking -Define benchmarking -Understand where to apply benchmarking -Apply benchmarking techniques -Facilitate benchmarking events -Analyze and recommend the type of benchmark event needed (e.g., internal, functional, competitive, strategic) -Recommend, based on benchmarking events, activities to close the gap -Humility -Industry knowledge -Benchmarking databse -House of quality -Balance scorecard -APQC -SigmaXL
People Teams 1 Team Dynamics How a team interacts, communicates and works together to meet its goals -Identify your role on the team -Identify your role on the team -Differentitate the different team roles -Understand the key drivers of behavior -Apply different team roles -Facilitate cross behavioral teams -Analyze team behavior -Recommend guidance based on team behavior StrengthsFinder 2.0 | EN - Gallup See supporting BoK See supporting BoK See supporting BoK
People Teams 2 Team Roles and Responsibilities  Identify the roles and responsibilities for team members and key stakeholders -NR -Recall the different team roles -Describe the responsibilities of each role -Understand the importance of each role -Appy knowledge of roles and responsibilities to execute continusous improvement -Develop the roles and responsibilities for project teams -Coach roles on how to perform their responsibilities Belbin | High Performing Teams See supporting BoK See supporting BoK See supporting BoK
People Teams 3 High-Performing Teams Teams that are empowered, achieve common goals, and share a common purpose, leadership responsibility and trust -Identify common goals and purpose for the team -Identify common goals and purpose for the team -Summarize key characteristics and behaviors of a high performing team -Understand how people work together to create high peforming teams -Develop a plan to address weaknesses within the team -Facilitate high peforming teams -Create and nurture high peforming teams -Coach high performing teams Leadership, Facilitation and Training Development (superteams.com) See supporting BoK See supporting BoK See supporting BoK
People Teams 4 Team Member Selection Ensure the right people, with the right skills, at the right cost, at the right place, and at the right time -NR -Recall the importance of having the right people on the team -Understand the expertise required for the team -Differentiate who possess the expertise -Facilitate SME's at the right place at the right time -Analyze the cost (hard and soft) of resourcing the team -Recommend strategic workforce planning improvement Belbin | High Performing Teams See supporting BoK See supporting BoK See supporting BoK
People Culture 1 Effective Communication  Develop a culture of effective communication -Identify the importance of effective communication at all levels -Identify the importance of effective communication at all levels -Explain the importance of communication at all levels -Understand how you need to communicate with your teams -Develop a communication plan to engage key stakeholders -Facilitate communiction on your project teams -Create a culture of effective communication at all levels -Recommend strategies to improve communication throughout the organization - Cultural awareness - Active listening -Stakeholder analysis -Communication plan -MS Teams -Zoom
People Culture 2 Accountability Making and keeping commitments to yourself, your team, and your organization -Recall the importance of accountability and follow-through -Recall the importance of accountability and follow-through -Differentiate between responsible and accountable -Understand what you are accountable for in your role on the project team -Develop accountability in your project team -Analyze accountability in your sphere of influence -Design the accountability structure in your sphere of influence - Follow-through - Results validation -Daily walk board -RASCI -Miro -Kanbanize
People Culture 3 Organizational Change The system of creating a climate for change, engaging and enabling the organization, and sustaining change -NR -Identify the importance of change in the process of improving -Understand what needs to change and why -Describe change management and roles and responsibilities of organizational change agents  -Apply change management models, tools, techniques and/or procedures -Synthesize a change management model with improvement methodologies (e.g., Kotter) -Recommend the most appropriate models, tools, techniques and/or procedures for change management (e.g., ADKAR) Strategy Execution and Change Management Consultants - Kotter (kotterinc.com) See supporting BoK See supporting BoK See supporting BoK
People Culture 4 Organizational Resiliency Foster a culture of agility, adaptability, and self-sufficiency -NR -Identify how your role participates in organizational resiliency -Understand the importance of organizational resiliency -Explain how your organization prepares for organizational resiliency -Facilitate resilient teams -Develop resilient teams -Coach resilient teams and leaders -Analyze the organization's resiliency in continuous improvement and make recommendations based on the findings -Risk management -Change management -Mindfulness -FMEA -Kotter's eight step model -Service now -AIAG CTS
People Culture 5 Diversity, Equity and Inclusion Leverage DE&I resources to create an environment where all team members feel accepted, encouraged, and  empowered. An environment where differences are welcome and different perspectives are respectfully heard, advancing the organization's collective capabilities. -Recall the key tenets of DE&I -Recall the key tenets of DE&I -Differentiate diversity, equity, and inclusion -Develop the culture of DE&I within your sphere of influence -Recommend improvements for gaps in DE&I -'Active listening -Create a safe space -Chat funtion -MS Teams
Process Project Management 1 Project Selection Identify and select projects that align with organizational goals and objectives -Identify organizational goals and objectives -Identify organizational goals and objectives -Understand the process of project selection -Descrive how a project aligns with organizational goals and objectives -Facilitate project selection workshops -Develop  and maintain backlog of projects that align with organizational goals and objectives -Recommend enterprise level projects that align with organizational goals and objectives -Analyze potential projects and validate they align with organizational goals and objectives Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -Strategic Execution Model See supporting BoK
Process Project Management 2 Project Initiation Define the project goal(s) and objectives and establish project leadership and team members -Recall the elements of the project charter -Recall the elements of the project charter -Explain the elements of the project charter -Understand the importance of the project charter -Facilitate development of the project charter -Interpret strengths and weaknesses of the team's project charter -Coach the project team on charter development and leadership on how to articulate elements of the charter -Analyze the project charter for completeness and accuracy  Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Project Management 3 Project Planning Solidify scope, revise goal(s) and objectives and create the plan of action to achieve those goal(s) and objectives -Recall the elements of a good plan of action -Recall the elements of a good plan of action -Understand the importance of creating a cohesive and comprehensive plan of action -Explain how to scope a project and identify key goal(s) and objectives -Develop project scope, goal(s) and objectives -Construct a cohesive and comprehensive plan of action -Analyze the scope, goal(s), objectives and plan of action -Coach key leaders and Levels (belts) on developing scope, goal(s), objectives and plan of action Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Project Management 4 Project Execution Organize and manage resources to bring about the successful completion of specific project milestones -NR -Recall the steps to execute a project -Describe the steps for executing a project -Understand the deliverables of each step -Faciliate the steps to execute a project -Interpret the completion of  each project milestone -Analyze the work done at each step of the project -Recommend improvements based on analysis Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Project Management 5 Project Monitoring and Controlling Organize and manage resources to put long term controls in place, re-baseline the process and validate project goal(s) and objectives -NR -Recall the importance of re-baselining and validating the improved process -Explain the process re-baseling and validating the improved process -Understand if project goals and objectives were achieved -Interpret if the process is in a state of control after improvements have been made -Facilitate the resources to re-baseline and validate the project goal(s) and objectives -Analyze controls -Recommend refinements based on analysis as well as achievement of goal(s) and objectives Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Project Management 6 Project Closing Organize and manage resources to bring the project to a close; debrief with stakeholders and project leadership, and finalize next steps (e.g., hand-offs, sprints, beta projects, lessons learned) -NR -List the steps to project closure -Describe the steps of project closure -Facilitate the steps of project closure -Compile lessons learned -Recommend opportunities for next sprint/beta project initiation -Recommend team members for recognition Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Project Management 7 Risk Management  An uncertain event or condition that, if  it occurs, has a positive or a negative effect on at least one organizational objective. Project risk, such as time, cost, scope; process risk, such as legal, safety, quality business. A risk may have one or more cause and, if it occurs, one or more impact. (Adapted from PMI) -Recall the key concepts of risk management  -Recall the key concepts of risk management  -Differentiate between positive and negative risk as well as project and process risk - -Apply risk management for your project -Facilitate risk management for your project -Synthesize the key concepts of risk management to develop a strategy for risk management -Coach risk management  Project Management Institute | PMI Achieving Business Agility and Agile Planning | Scaled Agile -DMAIC toolkit See supporting BoK
Process Improvement Approach 1 Waste Identify and reduce non-value-added activities within the process -List the types of waste -List the types of waste -Explain the types of waste -Differentiate between NVA that may be eliminated and NVA that should be minimized -Facilitate the team in identifying and reducing NVA in the process -Interpret NVA, VA and NVA-R within the process -Coach the team on identifiying and reducing NVA in the process -Gemba walk or waste walk -Eight wastes (DOWNTIME) -Value stream analysis -Miro -Mural
Process Improvement Approach 2 Variation Identify and reduce variation within the process -Recall the different types and sources of variation  -Recall the different types and sources of variation  -Explain the different types and sources of variation -Differentiate the types of variation  -Facilitate the team in identifying the different types and sources of variation -Interpret data to confirm the type and source of variation  -Analyze the data to confirm the type and source of variation -Recommend ways to minimize variation in the process -Data collection and analysis -Graphical interpretation -Data collection plan -Statistical tools and methods -SigmaXL -Minitab -R, Python
Process Improvement Approach 3 Constraints Identify and eliminate constraints within the process -List the steps in constraint management -List the steps in constraint management -Understand the importance of beginning every project by identifying and eliminating the constraints -Differentiate between a constraint and a bottleneck -Facilitate the team in identifying constraints within the process -Construct a plan to eliminate constraints  -Analyze the process to identify and eliminate constraints within the process -Systems thinking -Problem-solving -Takt chart -SigmaXL
Process Improvement Approach 4 Go and see the work being done Go to where the work is being done and observe the actual process -List the answers to the "go and see" questions -List the answers to the "go and see" questions -Understand the importance of "go and see" -Summarize the findings from "go and see" -Facilitate the act of going and seeing -Interpret findings from "go and see" -Create the "go see" questions -Mentor leadership to see the unseen in processes and throughout the organization -Active listening -People skills -Value stream analysis -Miro -Mural
Process Improvement Approach 5 Process Mapping  Visually display and understand the process / value stream from end-to-end -Identify the key steps in the process -Select the appropriate symbol for developing the process map -Identify the key steps in the process -Select the appropriate symbol for developing the process map -Differentiate between inputs and outputs at each step in the process -Differentiate between common types of process maps and when to use each -Construct a process map -Facilitate the creation of a process map -Analyze the team's process map -Make recommendations as necessary -Gemba walk or waste walk -Process flow diagram -Spaghetti diagram -Journey map -IGraphx -Visio -BizFlow
Process Improvement Approach 6 Error-Proofing Identify areas of high human touch points and implement practical error-proofing techniques -Identify steps with high human touch points for error proofing -Identify steps with high human touch points for error proofing -Differentiate between prevention and detection techniques -Understand use cases for both prevention and detection -Apply error proofing techniques to the process -Facilitate the team as they interrogate the process for error proofing oppotunities -Analyze the team's error proofing techniques -Make recommendations on error proofing techniques -Attention to detail -Problem solving -FMEA -Mistake proofing tool -RFID -Machine vision -Sensors
Process Improvement Approach 7 Creating Flow Develop a pull system -Define a pull process -Identify bottlenecks and constraints within the process -Define a pull process -Identify bottlenecks and constraints within the process -Differentiate between push and pull systems -Understand the importance of constraint management -Facilitate the identification of bottlenecks and constraints -Develop a plan to eliminate bottlenecks and manage constraints -Design the pull system -Coach the team through constraint management -ToC -Kanban -Kanban -Andon -Andon light -E-kanban
Process Improvement Approach 8 Standardized Work Develop and document standard procedures -Recall the importance of standard work -Help develop standard work -Recall the importance of standard work -Help develop standard work -Differentiate the different types of standard work (e.g., process mapping, SOPs, WI) -Help develop standard work -Faciliate the development of standard work -Compile standard work for turnover to the Process Owner -Analyze standard work for accuracy -Recommend improvements for standard work -Attention to detail -SOP's -Checklists -Kaizen -MS Excel or Word -Visual factory -Hubspot
Data Data Types 1 Qualitative  Subjective data (e.g., ranking, quality assessments, etc.) -NR -List examples of qualitative data -Describe qualitative data -Understand the usefulness of qualitative data and its limitations -Apply appropriate analysis methods for qualitative data -Interpret the practical implications of the analysis -Coach the team on moving towards quantitative data (e.g., exam pass/fail to a numerical score) -Coach the team on the appropriate analysis methods -Ordinal, Nominal/Categorical, -Binomial vs Count / Poisson -Analytical thinking -Data collection plan -SigmaXL -Minitab -R, Python
Data Data Types 2 Quantitative  Objective data (i.e., numerically measured) -NR -List examples of quantitative data -Describe quantitative data -Understand the usefulness of quantitative data and its limitations -Apply appropriate analysis methods for quantitative data -Interpret the practical implications of the analysis -Coach the team on the appropriate analysis methods -Interval, Ratio -Parametric distributions -Analytical thinking -Data collection -SigmaXL -Minitab -R, Python
Data Financial Data 1 Return on Investment (ROI) and Return on Effort (ROE) Measure value of a project or event -NR -Recall the types of ROI (i.e., type 1 hard savings) and ROE (i.e., type 2 cost avoidance and type 3 quality of life)  -Differentiate the types of ROI -Facilitate the team in capturing the ROI -Analyze the teams ROI for accuracy and missing elements -Recommend how to capture missing elements -Type of savings -Net present value -Quickbooks
Data Financial Data 2 Cost of Quality (CoQ) / Cost of Poor Quality (CoPQ) Resources used for activites that prevent poor quality, as well as those used once poor quality has been produced -NR -List the resources needed for CoQ and CoPQ -Differentiate between CoQ and CoPQ -Facilitate the CoPQ calculation -Interpret how the project will impact the CoPQ -Analyze the process to capture CoPQ -Recommend factors for the CoPQ calculation  -Cost of prevention and detecion -COPQ calculator -MS Excel
Data Data Collection 1 Data Collection Plan Collecting the right data, for the right reason, at the right time that captures the process output(s) -NR -List ideas for data to collect for the project -Understand the right data to collect for the project -Differentiate between quantitative and qualitative data -Facilitate data collection -Develop the data collection plan -Coach team on data collection planning and techniques -Recommend any improvements to the data collection plan -Asking the Right Questions -Understanding sampling strategies - Voice of the Customer (VoC), Voice of the Buiness (VoB), Voice of the Employee (VoE), Voice of the Stakeholder (VoS), Voice of the Supplier (VOSUP) -Data collection plan -SigmaXL -Minitab -R, Python
Data Data Collection 2 Data Pedigree Quality of a data set including aspects such as where it came from, how it was obtained, what's been done to it, what it represents and possible biases/errors -NR -Identify data pedigree -Understand data pedigree -Explain the importance of data pedigree -Interpret how data pedigree can influence the project -Apply appropriate tools and methods for data pedigree -Coach and recommend other strategies for different levels of data pedigree -Primary vs secondary data sources (authoritative data source) -Ask the right questions -Control charts or other graphs -SigmaXL -Minitab -R, Python
Data Data Collection 3 Sampling Strategies  Strategy for collecting data to provide reliable representative information to answer the questions of interest  -NR -List common strategies for sampling -Understand when to use different strategies for sampling -Apply the appropriate sampling strategy based on the question of interest -Facilitate execution of the sampling strategy -Coach and recommend improvements to the sampling strategies - Hierarchical / stratification of data - Meta-data - Power and sample size - Observational vs experimental -Data collection plan -SigmaXL -Minitab -R, Python
Data Data Collection 4 Data Organization / Preparation Cleaning and re-organizing data for use in the software -NR -Recall the importance of organizing and preparing data -Understand how the data should be organized for use -Construct properly organized and cleaned data sets -Coach and recommend improvements for cleaning and re-organizing data  -Structured vs unstructured -Internet of things -Data mining -Feature engineering -Normalization -Standardization -Stacking and unstacking Featuretools on Python
1 Graphical: visualize the data / exploratory data analysis The right visualization tool for the right data -NR -Recall basic visualization tools for data  -Differentiate different visualization tools for different data sets -Explain what the graphic is visualizing -Apply the right visualization tool for the data set -Interpret what the graphic is visualizing -Recommend the right visualization tool for the data set -Analyze the graphics for underlying patterns and causes - Tabular - Visual -Pivot tables -Heat maps -Histograms -SigmaXL -Minitab -Tableau -PowerBI
Data Data Analysis 2 Analytical: descriptive statistics Calculations that describe, analyze, and summarize the features of a data set, such as location, variation, and shape -NR -Recall location, variation, and shape concepts -Explain basic statistical calculations (e.g., average, CLT) -Understand what descriptive statistics relate to location, variation, and shape -Interpret the statistics, how they tie into the project phases -Construct an analysis of descriptive statistics in the software  -Analyze basic through advanced statistics -Recommend next steps based on analysis - Qualitative vs quantitative - Time-based/sequential -Basic statistics summary (min-max, range, histogram, boxplot, etc.) -SigmaXL -Minitab -PowerBI
Data Data Analysis 3 Analytical: inferential statistics Using descriptive statistics to infer (predict) parameters of the population -NR -NR -Understand basic inferential statistical analysis (e.g., hypothesis testing, distributions) -Apply appropriate inferential statistical analysis -Interpret inferential statistical analysis outputs (e.g., p-values, t stats) -Analyze basic through advanced statistics (e.g., design of experiments) -Recommend next steps based on analysis -Parametric vs nonparametric -Quantitative vs qualitative -Time-based/sequential -Asking the right questions -Hypothesis testing -Confidence intervals -Control charts -SigmaXL -Minitab -R, Python
Data Data Analysis 4 Practical: data interpretation, translation and insights Understand from a practical standpoint how a statistical analysis impacts the process -NR -NR -Differentiate between statistical and practical significance -Summarize the practical impact on the project -Interpret the practical significance and explain what it means for the project -Develop plans to achieve significant practical impact -Synthesize the statistical and practical analysis for further insights -Recommend next steps based on analysis -Asking the right questions -Domain knowledge -Practical vs statistical significance -Confidence intervals -Power and sample size -SigmaXL -Minitab -R, Python
Data Data Characterization  1 Metrics Tracking what matters to the customer, process and business -Recall the types of metrics -Recall the types of metrics -Differentiate between the types of metrics -Explain the different types of metrics -Facilitate metrics development for your project -Apply the tools and methodologies to improve the process metrics -Coach metrics development for a project -Recommend appropriate metrics  -Levels of metrics -Leading vs lagging -Input vs output -SIPOOC -Hoshin Kanri -Vo(X) -PowerBI -Sharepoint -Jira Align
Data Data Characterization  2 Measurement systems analysis A thorough assessement of the qualitative or quantitative measurement process variation -NR -Identify where a measurement process exists -Understand that measurement systems have error -Differentiate between qualitative and quantitative measurement systems and their variation -Apply MSA to identify and quantify the measurement variation -Facilitate any improvements necessary to the measurement system -Recommed how to measure and ways to assess measurement systems -Analyze results of MSA and recommend improvements -Sources of measurment variation (precision, bias, etc.) -Gage studies -Attribute studies -Linearity and bias study -SigmaXL -Minitab
Data Data Characterization  1 Process behavior Visualizing and quantifying common cause and special cause variation in the process -NR -Identify common cause and special cause variation -Differentiate between common cause and special cause variation -Summarize the behavior of a process -Interpret process behavior -Facilitate appropriate actions in the process and the project in response to the two types of variation -Recommend the appropriate tool to visualize and quantify process behavior -Analyze process behavior for deeper insights -Sources of process variation -Time-based/sequential -Statistical process control -Multi-vari analysis -SigmaXL -Minitab
Data Data Characterization  2 Process capability Visualize and quantifying the ability of a process to meet customer specifications -NR -Visualize how the process compares to the specifications -Visualize and quantify how the process compares to the specifications -Summarize the capability of a process -Apply statistical methodology and tools for capability (e.g., distribution, fit, indices) -Recommend appropriate analysis to assess process capability -Analyze process capability for deepr insights -Capability indicies -Tolerance intervals -Capability analysis -95/95 capability -SigmaXL -Minitab
Data Data Characterization  3 Root cause Use data to identify and verify root cause(s) -Recall the importance of verifying root cause(s) with data -Recall the importance of verifying root cause(s) with data -Explain the importance of verifying root ccause(s) with data -Understand how data supports (or doesn't) the root cause(s) -Apply the statistical methodology to identify and verify root cause(s) -Interpret the practical implications of the analysis -Analyze the results of the statistical analysis and make recommendations based on the findings -Recommend techniques, tools, methodologies for root cause identification and verification -Ask the right questions -Power and sample size -5 why's -Fishbone diagram -Hypothesis testing -SigmaXL -Minitab
Data Data Optimization 1 Process Optimization Using data to verify solutions' effectiveness -NR -Recall the importance of verifying solutions' effectiveness with data -Explain the importance of verifying solutions' effectiveness with data -Understand how the data supports (or doesn't) solutions' effectiveness -Apply the statistical methodology to verify solution effectiveness -Interpret the practical implications of the analysis -Analyze the results of the statistical analysis and make recommendations based on findings -Recommend techniques, tools, methodologies for solution identification and verification - Simulation (e.g., Monte Carlo) - Prototyping - Piloting / local deployment -Control charts -Control plan -Hypothesis testing -Artificial intelligence -Software (e.g., Minitab and SigmaXL, etc.) -Expert systems -Neural networks -Machine learning -Intelligent automation
Data Presenting Data 1 Telling the Story Interpret and translate the data and analysis for the appropriate audience -NR -Recall the importance of understanding your audiene -Summarize the data and analysis for the audience -Describe the practical impacts of the outcomes -Develop the storyline of the data and analysis -Synthesize the statistical resluts with the practical results -Storytelling framework(s) -Understand the audience -Storyboards -A3 -Tollgate (gate) reviews -Microsoft suite
Data Presenting Data 2 Data Visualization (Conceptual Data Model) Graphically depict the data and analysis for the appropriate audience -NR -Recall the importance of understanding your audiene -Summarize the graphical depiction for the audience -Describe the practical impacts of the outcomes -Construct visualizations to support the practical impacts in the storyline -Create impactful visualizations to support the practical impacts in the storyline -Storytelling framework(s) -Understand the audience -Process flow diagram -Bar charts, historgrams, line charts, etc.  -SigmaXL -Minitab