Lean Six Sigma Master Black Belt Practice Test

CLSSMBB exam Format | Course Contents | Course Outline | exam Syllabus | exam Objectives

Exam Code : CLSSMBB
Exam Name : Lean Six Sigma Master Black Belt

The ASQ Master Black Belt (MBB) certification is a mark of career excellence and aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master black belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ MBB is acceptance and recognition from your peers.

The target audience for the ASQ MBB certification are candidates who are or have been employed as MBBs within their organization, or well qualified certified Six Sigma Black Belts (CSSBB) who have substantial experience in each of the major subject areas within the portfolio.

To become certified as an ASQ MBB, a candidate must successfully meet all requirements. To be eligible to apply for the MBB examination, a candidate must hold a current ASQ Six Sigma Black Belt certification (CSSBB) and pass the MBB portfolio review process. Within the portfolio, a candidate must have one of the following experience levels:
1) At least 5 years of experience in the role of a SSBB or MBB.
OR
2) Completion of 10 Six Sigma Black Belt projects.

Candidates must be able to meet these minimum eligibility requirements in order to have their portfolio reviewed

The Certified Master Black Belt (CMBB) is aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master Black Belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ Master Black Belt is acceptance and recognition from your peers.

The Master Black Belt certification is an exam that consist of 110 multiple choice items and a performance-based assessment that measures comprehension of the MBB Body of Knowledge. 100 of the multiple-choice questions are scored and 10 are unscored. The performance-based portion of the exam includes situation specific materials that candidates will be directed to evaluate and respond to. It is offered in English. Total
appointment time is five-and-a-half hours, exam time is 5 hours and 18 minutes.The second portion is a performance-based assessment that measures comprehension of the CMBB Body of Knowledge. It includes situation-specific materials that candidates will be directed to evaluate and respond to. This portion is two-and-a-half hours long and is also an open book format.

Topics in this body of knowledge (BoK) include descriptive details (subtext) that will be used by the exam Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the exam by identifying specific content within each subject that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an exam but is intended to clarify how the subjects relate to a Master Black Belt’s role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the subject will be tested. A complete description of cognitive levels is provided at the end of this document.

I. Enterprise-wide Planning (20 Questions)A. Strategic Plan Development Describe and use strategic planning tools and methods such as Hoshin Kanri, X Matrix, SWOT, PEST, PESTLE, Ansoff Matrix, Porter’s Five Forces, TQM, Business Process Reengineering, Balanced Scorecard, and business excellence models (Baldridge, EFQM, ISO, Shingo) and their utilization in developing enterprise planning. (Apply)B. Strategic Plan Alignment1. Strategic deployment goals Describe how to develop strategic deployment goals. (Apply)2. Project alignment with strategic planDescribe how to align projects to the organizational strategic plan. (Analyze)3. Project alignment with business objectives Describe how to align projects with business objectives. (Analyze)C. Infrastructure Elements of Improvement Systems Describe how to apply the following key infrastructure elements. (Apply)1. Governance (quality councils or process leadership teams)2. Assessment (organizational readiness and maturity models)3. Resource planning (identify candidates and costs/benefits)4. Resource development (train and coach)5. Execution (deliver on project results)6. Measure and Strengthen the system (drive improvement into the systems, multiphase planning)D. Improvement Methodologies Demonstrate an advanced understanding of the following methodologies, including their associated tools and techniques. (Apply)1. Six Sigma (DMAIC)2. Design for Six Sigma (DMADV)3. Lean (PDCA, Kaizen)4. Theory of constraints

5. Business systems and process management 6. Other problem-solving methods (8 disciplines, root cause analysis)E. Opportunities for Improvement1. Project identification Facilitate working sessions to identify new project opportunities that can be prioritized. (Apply)2. Project qualification Determine the elements of a well-defined project (e.g., business case, charter), the process for approving these projects, and tools used in project definition (process maps, value stream maps, QFD, FMEA, critical-to-x where x can be customer, design, cost, and quality). (Apply)3. Stakeholder managementDescribe how to identify, engage, and strategically align stakeholders. (Analyze)4. Intervention techniques Describe techniques for intervening across levels to prevent potential project failures. (Apply)5. Creativity and innovation tools Use creativity and innovation tools to develop concept alternatives (divergent thinking). (Apply)F. Pipeline Management1. Pipeline creationCreate, manage, and prioritize a pipeline of potential projects for consideration. (Create)2. Pipeline life-cycle managementCreate a selection process that provides a portfolio of active improvement opportunities that are clearly aligned and prioritized to meet/exceed strategic goals. Monitor, re-evaluate, consolidate, and retire pipelines as needed. (Create)3. Regulatory impact on pipelineAssess the impact of regulatory statutes on prioritization/management of pipeline of potential projects. (Understand)4. Pipeline risk managementUse risk management and analysis tools to analyze organizational elements, to appraise portfolios and critical projects, and to identify potential problem areas. (Evaluate)
8Certified Master Black BeltII. Organizational Competencies for Deployment (20 questions)A. Organizational Design 1. Systems thinkingApply systems thinking to anticipate the effect that components of a system can have on other subsystems and adjacent systems including emergent properties. Analyze the impact of actions taken in one area of the organization and how those actions can affect other areas or the customer, and use appropriate tools to prevent unintended consequences. (Analyze)2. Organizational culture and maturityDescribe the implications organizational culture and maturity levels can have on improvement program implementation, including potential barriers. (Analyze)B. Executive and Team Leadership Roles1. Executive leadership rolesDescribe the roles and responsibilities of executive leaders in the deployment of improvement programs in terms of providing resources, managing change, and communicating ideas. (Analyze)2. Leadership for deploymentCreate action plans to support optimal functioning of Master Black Belts, Black Belts, Green Belts, champions, and other participants in the deployment effort. Design, coordinate, and participate in deployment activities, and ensure that project leaders and teams have the required knowledge, skills, abilities, and attitudes to support the organization’s improvement program. (Create)C. Organizational Challenges1. Organizational dynamicsUse knowledge of human and organizational dynamics to enhance project success and align cultural objectives with organizational objectives. (Apply)2. Intervention stylesUse appropriate intervention, communications, and influence styles, and adapt those styles to specific situations (i.e., situational leadership). (Apply)3. Interdepartmental conflictsAddress and resolve potential situations that could cause the program or a project to under-perform. (Apply)D. Organizational Change Management1. Change management modelsDescribe different change management models (Kotter’s 8 Steps, ADKAR, Competing Values Framework). (Apply)2. Techniques to gain commitmentDescribe how to gain commitment from the organization’s leadership for the improvement effort. (Understand) 3. Techniques to overcome organizational barriersDescribe various techniques to overcome barriers to successful organizational deployment. (Apply)4. Necessary organizational structure for deploymentDevelop the inherent organ-izational structure needed for successful deployment. (Apply)5. Communications with managementDescribe elements of effective communications with management regarding organizational benefits, failures, and lessons learned. (Apply)6. Organizational culture change techniquesAssess culture of the organization and its ability to problem-solve and improve. Describe techniques for changing an organizational culture, such as rewards and recognition, team competitiveness, communications of program successes, and appropriate cascading of goals throughout the organization. (Apply)
9Certified Master Black BeltE. Organizational Feedback 1. Voice of the customer and voice of the processAssess the appropriate collection of Voice of the Customer and Voice of the Process data, both internal and external. (Evaluate)2. Capturing and assessing feedbackDevelop a customer-focused strategy for capturing and assessing customer feedback on a regular basis. (Evaluate)F. Organizational Performance Metrics1. Financial measuresDefine and use financial measures, including revenue growth, market share, margin, cost of quality (COQ), net present value (NPV), return on investment (ROI), cost-benefit analysis, direct costs, indirect costs and opportunity cost, project cash flow, and breakeven time performance. (Analyze)2. Business performance measuresDescribe various business performance measures, including Balanced Scorecard, key performance indicators (KPIs), and the financial impact of customer loyalty, and describe how they are used for project selection, deployment, and management. (Analyze)III. Project Portfolio Management (15 questions)A. Project Management Principles and Life Cycle1. Project management principlesOversee critical projects and evaluate them in terms of their scope, goals, time, cost, quality, human resources requirements, communications needs, and risks. (Evaluate)2. Project management life-cycle elementsApply phases of project manage-ment life cycle (initiation, planning, execution, control, and closure). (Analyze)B. Project Portfolio Infrastructure and Management 1. Governance methods and toolsDevelop governance documents, tracking tools, and other methodologies that will support project success. (Create)2. Cross-functional project assessmentAppraise interrelated projects for scope overlap and refinement, and identify opportunities for leveraging concomitant projects. Identify and participate in the implementation of multidisciplinary redesign and improvement projects. (Evaluate)3. Executive and midlevel management engagementFormulate the positioning of multiple projects in terms of providing strategic advice to top management and affected midlevel managers. (Create)4. PrioritizationPrioritize projects in terms of their criticality to the organization. (Evaluate)5. Performance measurement Design, support, and review the development of an overall measurement methodology to record the progress and ongoing status of projects and their overall impact on the organization. (Evaluate)6. MonitoringApply appropriate monitoring and control methodologies to ensure that consistent methods are used in tracking tasks and milestones. (Analyze)7. Status communicationDevelop and maintain communication techniques that will keep critical stakeholders and communities apprised of project status, results, and accountability. (Create)
10Certified Master Black Belt8. Supply/Demand managementGenerate accurate project supply/demand projections, associated resource requirements analysis, and mitigate any issues. (Create)9. Corrective actionFacilitate corrective actions and responses to customers about the corrective action and its impact. (Analyze)C. Project Portfolio Financial Tools1. Budgets and forecastsAssess and explain budget implications, forecasting, measurement, monitoring, risk analysis, and prioritization for portfolio level projects. (Evaluate)2. Costing conceptsDefine the concepts of hard and soft dollars and use cost of poor quality, activity-based costing, and other methods to assess and prioritize portfolios. (Apply)IV. Training Design and Delivery (10 questions)A. Training Needs AnalysisAssess the current level of knowledge and skills in each target group in relation to the skills and abilities that are needed. Determine the training requirements for each target group by using tools such as a gap analysis to compare actual performance with potential or desired performance. (Evaluate) B. Training Plan ElementsDesign training plans to close the knowledge and skills gaps. Refine the plans based on the number of people needing to be trained in a particular technique or skill, and whether multidisciplinary or multi-level competency training is appropriate. (Create)

C. Training Materials and Curriculum Development1. Training material sourcesDetermine whether to outsource the training or develop in-house, including considerations such as cost, availability of internal subject matter experts, and timing. (Analyze)2. Adult learning theoryDevelop or select training methods and resources that adhere to adult learning theories. (Analyze)3. IntegrationEnsure that the training harmonizes and leverages other tools and approaches being used and that it is aligned with the organization’s strategic objectives and culture. (Evaluate)4. Training deliveryMonitor and measure training to ensure that it is delivered effectively and efficiently by qualified individuals. (Apply)D. Training Program Effectiveness Develop an evaluation plan to assess, verify, and Strengthen the acquisition of required knowledge and skills within schedule, budget, and other constraints. (Create)V. Coaching and Mentoring Responsibilities (10 questions)A. Executives and Champions1. Scoping and resourcingCollaborate with executives and champions on scoping projects and selecting individuals and assignments for various projects. (Evaluate) 2. Executive reviewsCollaborate with executives and champions on reviewing projects, including timing, questions to ask, and setting expectations for project timing and completion. (Create)3. Leadership and communicationCoach executives and champions on the need for constancy of purpose and message, and the importance of using clear communication techniques and consistent messages. (Evaluate)4. FeedbackUse constructive techniques to provide feedback to champions and executives. (Evaluate)B. Teams and Individuals1. Belt coaching and mentoringDevelop a career progression ladder for belts. Assess their progress and provide constructive feedback to enable them to work effectively on team projects. Use coaching, mentoring, and intervention skills as needed, including canceling or reassigning projects if necessary. (Create)2. Project reviewsCreate guidelines and expectations for project reviews, and perform them in a timely manner. Assist project leaders in selecting appropriate content for presentation to management. (Create)3. Team facilitation and meeting managementPractice and teach meeting control, analyze team performance at various stages of team develop-ment, and support appropriate interventions for overcoming team challenges, including floundering, reviewing, and diagnosing failing projects. (Create)4. Non-belt coaching and mentoringDevelop information that will help non-belt project participants to advance their understanding of improvement initiatives and develop the necessary skills and knowledge to become effective belts. (Evaluate)
12Certified Master Black Belt12Certified Master Black BeltVI. Advanced Data Management and Analytic Methods (25 questions)A. Measurement Systems Analysis (MSA), Process Capability, and Control1. Propagation of errorsUse propagation of errors to evaluate measurement systems based on calculated values from multiple inputs. (Evaluate)2. Attribute (discrete) measurement systemsUse appropriate tools and methods (e.g., percent agreement, Kappa, Kendall, intra-class correlation coefficient) to analyze and interpret discrete measurement systems. (Evaluate)3. Variables (continuous) measurement systemsUse appropriate tools and methods (e.g., X – R, X – s, individual and moving range) based on control samples to analyze and interpret continuous measurement systems. (Evaluate)4. Destructive measurement systemsUse appropriate tools and methods to assess a destructive measurement system. (Analyze)5. Process capability for non-normal dataCalculate capability using Weibull and other methods for non-normal data. (Apply)6. Automated process control (APC) and statistical process control (SPC)Recognize when to use APC instead of or in conjunction with SPC. (Understand)B. Measuring and Modeling Relationships Between Variables1. Autocorrelation and forecastingIdentify autocorrelated data, including time-series modeling (e.g., ARIMA) and forecasting. (Analyze) 2. Multiple regression analysisApply and interpret multiple regression analysis, including using variance inflation factors (VIFs) to identify collinearity issues. (Analyze)3. Logistic regression analysisApply and interpret logistic regression analysis, including binary, ordinal, and nominal data considerations. (Analyze)4. Model fitting for nonlinear modelsApply and interpret fits of models that are nonlinear in the parameters. (Apply)5. General linear models (GLM)Apply and interpret GLMs such as ANOVA results (crossed, nested, and mixed models), simple linear regression, multiple regression, ANCOVA (analysis of covariance) and continuous MSA. (Apply)6. Components of variationSelect, calculate, and interpret components of variation and nested design studies. (Evaluate)7. SimulationApply simulation tools such as Monte Carlo, dynamic process simulation, and queuing theory. (Apply)8. Linear programmingUnderstand how linear programming principles, such as critical path analysis, can be used in modeling diverse types of problems (e.g., planning, routing, scheduling, assignment, design) to optimize system performance. (Understand)9. Reliability modelingUse reliability modeling and tools to enhance reliability of a product or process. (Apply)10. Qualitative analysisUse appropriate qualitative analysis tools (affinity diagrams, force field analysis) and analyze the results. (Analyze)
13Certified Master Black Belt13Certified Master Black BeltC. Design of Experiments (DOE)1. Factor relationship diagramApply and interpret factor relationship diagrams. (Apply)2. Complex blocking structuresRecognize other designs for handling more complex blocking structures, including Latin squares and balanced incomplete block designs (BIBD). (Understand)3. DOE approachesRecognize when to apply approaches such as screening designs (including Definitive Screening Designs), response surface methodology (RSM), mixture experiments, evolutionary operations (EVOP), split-plot designs, Taguchi designs, and computer-generated designs (e.g. D-optimal designs). (Understand)D. Data Management and Analytics1. Enterprise data managementRecognize and understand data management elements such as data governance, data architecture, data life-cycle management, data quality (accuracy, timeliness, consistency, completeness, uniqueness, validity, conformity, precision), meta data, master data, data privacy, and data security. (Understand)2. Data analyticsRecognize when to apply predictive analytic approaches such as decision trees (including random forest, boosted forest), neural networks, partial least squares, text analytics, image recognition, and pattern recognition (structured and unstructured data). (Understand)E. DFSS (Design for Six Sigma)DFSS tools: Recognize and understand tools such as QFD, TRIZ, morphology box, and axiomatic design to generate design concepts. (Understand)

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Question #87 Section 4
Early in a project a Belt will want to begin to identify and evaluate risk factors for the subject process and will therefore begin building a(n) .
FMEA
SIPOC
X-Y Diagram
Team Charter
Answer: A
Question #88 Section 4
Of the various types of data shown below which is NOT representative of Variable Data.
Length of a table
Liters of solution added to a formula
Number of employees wearing a uniform
Miles per hour of a vehicle
Answer: C
Question #89 Section 4
The two types of data that can be used in Statistical Analysis are Attribute and Variable.
True
False
Answer: A
Question #90 Section 4
All the data points that represent the total set of information of interest is called the .
Population
Sample
Frame
Spread
Answer: A
Question #91 Section 4
Data that can be measured on a continuum and has meaningful decimal subdivisions are data.
Continuous
Surplus
Discrete
Variable
Answer: A
Question #92 Section 4
A Personal Trainer was assessing her workout class participants for their body fat content and had to include data for her analysis. One of the columns listed the range of weight of the people included in the studies. This required plotting a Histogram of the weight of the people assessed for their body fat content. While drawing the Histogram the x-axis contained a certain scale of data. Pick the scale of data that is appropriate for Histograms.
Ordinal Scale Data
Ration Scale Data
Nominal Scale Data
Interval Scale Data
Answer: D
Question #93 Section 4
Production Line 1 is able to complete 500 units per shift. Production Line 2 is able to finish 1,500 units per shift. Production Line 2 is 3 times faster than
Production Line 1. This analysis is an example of Scale Data.
Nominal
Ratio
Ordinal
Interval
Answer: B
Question #94 Section 4
A fundamental rule is that both Standard Deviation and Variance can be added.
True
False
Answer: B
Question #95 Section 4
The is the most frequently occurring value in a distribution of data.
Median
Mean
Mode
Center Point
Answer: C
Question #96 Section 4
A natural logarithmic base is not required for which of these distributions for probability calculations?
Weibull
Normal
Poisson
Binomial
Answer: D
Question #97 Section 4
Which of these is not a primary cause for Non-normal Data?
Skewness
Mixed Distributions
Kurtosis
Formulosis
Granularity D
Answer: Explanation Question #98 Section 4
Use this data to calculate the Z score. Average oF. 65, Standard Deviation: 3, Upper Spec Limit: 72
0.27
1.5
2.33
4.12
Answer: C
Question #99 Section 4
The Distribution would be the most desirable for modeling the number of stitch defects in a portion of fabric.
Exponential
Extended
Poisson
Weibull
Answer: C
Question #100 Section 4
Which of these graphical presentations displays the values of each individual reading?
Histogram
Box Plot
Stem and Leaf Plot
X-Y Diagram
Answer: C

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