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- Dl 4301663673
- Frequently Asked Questions about Six Sigma
- Six Sigma
- BOSS - Module 1(basics of six sigma)
- A 0350104
- Six Sigma
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CERTIFIED

SIX SIGMA BLACK BELT

and boost your organizations bottom line

asq.org/cert

Certification from ASQ is considered a mark of quality

excellence in many industries. It helps you advance your

career and boosts your organizations bottom line through

your mastery of quality skills. Becoming certified as a

Six Sigma Black Belt confirms your commitment to quality

and the positive impact it will have on your organization.

Examination

Each certification candidate

is required to pass a written

examination that consists of

multiple-choice questions that

measure comprehension of

the body of knowledge.

INFORMATION

The Certified Six Sigma Black Belt (CSSBB) is a professional who can explain

Six Sigma philosophies and principles, including supporting systems and tools.

A Black Belt should demonstrate team leadership, understand team dynamics,

and assign team member roles and responsibilities. Black Belts have a thorough

understanding of all aspects of the DMAIC model in accordance with Six Sigma

principles. They have basic knowledge of lean enterprise concepts, are able to

identify nonvalue-added elements and activities, and are able to use specific tools.

Computer Delivered - the CSSBB Six Sigma Black Belt requires two

examination is a one-part, completed projects with signed

165-question, four-and-a-half-hour affidavits, or one completed project

exam and is offered in English only. with a signed affidavit and three

One hundred and fifty questions are years of work experience, in one

scored and 15 are unscored. or more areas of the Six Sigma

Black Belt Body of Knowledge.

Paper and Pencil The CSSBB

examination is a one-part,

150-question, four-hour exam

and is offered in English only.

visit asq.org/cert.

Certified Six Sigma Black Belt 3

Minimum Expectations Will be able to use appropriate

techniques to overcome various

Organization-wide group dynamics challenges.

Planning and Deployment

Will understand how to deploy Define

Six Sigma within a project. Will be able to select data

Will be able to implement tools collection methods and collect

and techniques to deploy strategic voice of the customer data,

directions for initiatives. and use customer feedback to

determine customer requirements.

Will understand the roles and

responsibilities for Six Sigma Will understand the elements

projects and how each group of a project charter (problem

influences project deployment, statement, scope, goals, etc.)

and will be able to support and be able to use various tools

communications about the to track the project progress.

project deployment.

Measure

Will be able to apply operational

Will be able to define and use

change management techniques

process flow metrics and analysis

within their defined scope

tools to indicate the performance

or domain.

of a process.

Organizational Process Will be able to develop and

Management and Measures implement data collection plans,

Will be able to define various and use techniques in sampling,

types of benchmarking. data capture, and processing tools.

types of performance measures, measurement system analysis tools.

and select an appropriate financial Will apply basic probability

measure for a given situation and concepts and understand

calculate its result. various distributions.

statistical and process

Will understand the components capability indices.

and techniques used in

managing teams, including time Analyze

management, planning and

decision-making tools, team Will be able to analyze the

formation, motivational techniques results of correlation and

and factors that demotivate a regression analyses.

team, and performance evaluation Will be able to define

and reward. multivariate tools.

Will be able to describe elements Will be able to perform

that can result in a teams success. hypothesis tests for means,

variances, and proportions,

and analyze their results.

Will understand the components Will understand how to implement

and concepts for ANOVA, chi an improved process and how to

square, contingency tables, and analyze and interpret risk studies.

nonparametric tests.

Control

Will understand the elements and

purpose of FMEA and use root Will be able to apply, use, and

cause analysis tools. analyze the various statistical

process control (SPC) techniques.

Will be able to identify and

interpret the seven classic wastes. Will understand total productive

maintenance (TPM) and visual

Will be able to use gap factory concepts.

analysis tools.

Will be able to develop control

Improve plans and use various tools to

maintain and sustain improvements.

Will be able to define and apply

design of experiments (DOE) Design For Six Sigma (DFSS)

principles, and distinguish among Framework and Methodologies

the various types of experiments.

Will understand common DFSS

Will be able to apply various lean and DFX methodologies, and

tools and techniques to eliminate elements of robust designs.

waste and reduce cycle time.

BODY OF KNOWLEDGE

Certified Six Sigma Black Belt (CSSBB)

Topics in this body of knowledge (BoK) include additional detail

in the form of subtext explanations and the cognitive level at which

test questions will be written. This information will provide guidance

for the candidate preparing to take the exam. The subtext is not

intended to limit the subject matter or be all-inclusive of what might

be covered in an exam. It is meant to clarify the type of content to

be included in the exam. The descriptor in parentheses at the end

of each entry refers to the maximum cognitive level at which the

topic will be tested. A complete description of cognitive levels is

provided at the end of this document.

business systems and processes

Planning and Deployment Describe the interactive

(Questions 12) relationships among business

systems, processes, and internal

A. Organization-wide Considerations and external stakeholders, and the

1. Fundamentals of Six Sigma impact those relationships have on

and lean methodologies business systems. (Understand)

Define and describe the value,

4. Strategic planning and

foundations, philosophy, history,

and goals of these approaches, deployment for initiatives

and describe the integration and Define the importance of strategic

complementary relationship planning for Six Sigma projects

between them. (Understand) and lean initiatives. Demonstrate

how hoshin kanri (X-matrix),

2. Six Sigma, lean, and continuous portfolio analysis, and other tools

improvement methodologies can be used in support of strategic

Describe when to use Six Sigma deployment of these projects.

instead of other problem-solving Use feasibility studies, SWOT

approaches, and describe the analysis (strengths, weaknesses,

importance of aligning Six Sigma opportunities, and threats), PEST

objectives with organizational analysis (political, economic,

goals. Describe screening criteria social, and technological)

and how such criteria can be and contingency planning

used for the selection of Six Sigma and business continuity planning

projects, lean initiatives, and other to enhance strategic planning

continuous improvement methods. and deployment. (Apply)

(Apply)

B. Leadership C. Business Measures

1. Roles and responsibilities 1. Performance measures

Describe the roles and Define and describe balanced

responsibilities of executive scorecard, key performance

leadership, champions, sponsors, indicators (KPIs), customer loyalty

process owners, Master Black metrics, and leading and lagging

Belts, Black Belts, and Green indicators. Explain how to create

Belts in driving Six Sigma and a line of sight from performance

lean initiatives. Describe how measures to organizational

each group influences project strategies. (Analyze)

deployment in terms of providing

or managing resources, enabling 2. Financial measures

changes in organizational Define and use revenue growth,

structure, and supporting market share, margin, net present

communications about the value (NPV), return on investment

purpose and deployment of (ROI), and cost benefit analysis

the initiatives. (Understand) (CBA). Explain the difference

between hard cost measures

2. Organizational roadblocks (from profit and loss statements)

and change management and soft cost benefits of cost

Describe how an organizations avoidance and reduction. (Apply)

structure and culture can impact

Six Sigma projects. Identify

common causes of Six Sigma

III. T eam Management

failures, including lack of (18 Questions)

management support and lack

of resources. Apply change A. Team Formation

management techniques, including 1. Team types and constraints

stakeholder analysis, readiness Define and describe various

assessments, and communication teams, including virtual, cross-

plans to overcome barriers and functional, and self-directed.

drive organization-wide change. Determine what team type will

(Apply) work best for a given a set of

constraints, e.g., geography,

II. O

rganizational Process technology availability, staff

schedules, time zones. (Apply)

Management and

2. Team roles and responsibilities

Measures (10 Questions)

Define and describe various

A. Impact on Stakeholders team roles and responsibilities

Describe the impact Six Sigma projects for leader, facilitator, coach, and

can have on customers, suppliers, and individual member. (Understand)

other stakeholders. (Understand)

3. Team member selection criteria

B. Benchmarking Describe various factors that

Define and distinguish between influence the selection of team

various types of benchmarking, members, including the ability to

e.g., best practices, competitive, influence, openness to change,

collaborative, breakthrough. Select required skill sets, subject matter

measures and performance goals for expertise, and availability. (Apply)

projects resulting from benchmarking

4. Team success factors

activities. (Apply)

Identify and describe the elements

necessary for successful teams,

e.g., management support, clear

goals, ground rules, timelines.

(Apply)

B. Team Facilitation coaching, mentoring, intervention)

to overcome negative group

1. Motivational techniques

dynamics, including dominant and

Describe and apply techniques to reluctant participants, groupthink,

motivate team members. Identify rushing to finish, and digressions.

factors that can demotivate team (Evaluate)

members and describe techniques

to overcome them. (Apply) 2. Meeting management

Select and use various meeting

2. Team stages of development

management techniques, including

Identify and describe the classic using agendas, starting on time,

stages of team development: requiring pre-work by attendees,

forming, storming, norming, and ensuring that the right people

performing, and adjourning. and resources are available.

(Apply) (Apply)

3. Team communication 3. Team decision-making methods

Describe and explain the elements Define, select, and use various

of an effective communication tools (e.g., consensus, nominal

plan, e.g., audience identification, group technique, multi-voting) for

message type, medium, frequency. decision making. (Apply)

(Apply)

Describe and select appropriate 1. Needs assessment

leadership approaches (e.g., Identify the steps involved to

direct, coach, support, delegate) implement an effective training

to ensure team success. (Apply) curriculum: identify skills gaps,

develop learning objectives,

C. Team Dynamics prepare a training plan, and

develop training materials.

1. Group behaviors

(Understand)

Identify and use various conflict

resolution techniques (e.g.,

2. Delivery 3. Project scope

Describe various techniques Develop and review project

used to deliver effective training, boundaries to ensure that the

including adult learning theory, project has value to the customer.

soft skills, and modes of learning. (Analyze)

(Understand)

4. Goals and objectives

3. Evaluation Identify specific, measureable,

Describe various techniques actionable, relevant, and time

to evaluate training, including bound (SMART) goals and

evaluation planning, feedback objectives on the basis of the

surveys, pre-training and post- projects problem statement and

training testing. (Understand) scope. (Analyze)

IV. Define (20 Questions) Identify and evaluate performance

A. Voice of the Customer measurements (e.g., cost, revenue,

delivery, schedule, customer

1. Customer Identification

satisfaction) that connect critical

Identify and segment customers and elements of the process to key

show how a project will impact outputs. (Analyze)

both internal and external customers.

(Apply) 6. Project charter review

Explain the importance of having

2. Customer data collection

periodic project charter reviews

Identify and select appropriate with stakeholders. (Understand)

data collection methods (e.g.,

surveys, focus groups, interviews,

C. Project Management (PM) Tools

observations) to gather voice of

the customer data. Ensure the Identify and use the following PM tools

data collection methods used are to track projects and document their

reviewed for validity and reliability. progress. (Evaluate)

(Analyze)

1. Gantt charts

3. Customer requirements 2. Toll-gate reviews

Define, select, and apply 3. Work breakdown

appropriate tools to determine

structure (WBS)

customer needs and requirements,

including critical-to-X (CTX when 4. RACI model (responsible,

X can be quality, cost, safety, accountable, consulted,

etc.), CTQ tree, quality function and informed)

deployment (QFD), supplier, input,

process, output, customer (SIPOC), D. Analytical Tools

and Kano model. (Analyze) Identify and use the following

analytical tools throughout the DMAIC

B. Business Case cycle. (Apply)

and Project Charter 1. Affinity diagrams

1. Business case

2. Tree diagrams

Describe business case justification

used to support projects. 3. Matrix diagrams

(Understand) 4. Prioritization matrices

2. Problem statement 5. Activity network diagrams

Develop a project problem

statement and evaluate it in

relation to baseline performance

and improvement goals. (Evaluate)

V. Measure (25 Questions) C. Measurement Systems

1. Measurement system

A. Process Characteristics

analysis (MSA)

1. Process flow metrics Use gauge repeatability and

Identify and use process flow reproducibility (R&R) studies

metrics (e.g., work in progress and other MSA tools (e.g., bias,

(WIP), work in queue (WIQ), correlation, linearity, precision

touch time, takt time, cycle to tolerance, percent agreement)

time, throughput) to determine to analyze measurement system

constraints. Describe the impact capability. (Evaluate)

that hidden factories can have

on process flow metrics. (Analyze) 2. Measurement systems

across the organization

2. Process analysis tools

Identify how measurement systems

Select, use, and evaluate various can be applied to marketing,

tools, e.g., value stream maps, sales, engineering, research and

process maps, work instructions, development (R&D), supply chain

flowcharts, spaghetti diagrams, management, and customer

circle diagrams, gemba walk. satisfaction data. (Understand)

(Evaluate)

3. Metrology

B. Data Collection Define and describe elements of

1. Types of data metrology, including calibration

systems, traceability to reference

Define, classify, and distinguish

standards, and the control and

between qualitative and quantitative

integrity of measurement devices

data, and continuous and discrete

and standards. (Understand)

data. (Evaluate)

Define and use nominal, ordinal, 1. Basic statistical terms

interval, and ratio measurement Define and distinguish between

scales. (Apply) population parameters and sample

statistics, e.g., proportion, mean,

3. Sampling standard deviation. (Apply)

Define and describe sampling

concepts, including representative 2. Central limit theorem

selection, homogeneity, bias, Explain the central limit theorem and

accuracy, and precision. Determine its significance in the application of

the appropriate sampling method inferential statistics for confidence

(e.g., random, stratified, systematic, intervals, hypothesis tests, and

subgroup, block) to obtain valid control charts. (Understand)

representation in various situations.

(Evaluate) 3. Descriptive statistics

Calculate and interpret measures

4. Data collection plans and methods

of dispersion and central tendency.

Develop and implement data (Evaluate)

collection plans that include

data capture and processing 4. Graphical methods

tools, e.g., check sheets, data Identify various elements of audit

coding, data cleaning (imputation closure and any criteria that have

techniques). Avoid data collection not been met and would prevent an

pitfalls by defining the metrics to audit from being closed. (Evaluate)

be used or collected, ensuring

that collectors are trained in the 5. Valid statistical conclusions

tools and understand how the Distinguish between descriptive

data will be used, and checking and inferential statistical studies.

for seasonality effects. (Analyze) Evaluate how the results of

statistical studies are used to

draw valid conclusions. (Evaluate)

10 Certified Six Sigma Black Belt

E. Probability opportunities (DPMO), defects per

unit (DPU), throughput yield, rolled

1. Basic concepts

throughput yield (RTY). (Evaluate)

Describe and apply probability

concepts, e.g., independence, 7. Short-term and

mutually exclusive events, long-term capability

addition and multiplication

Describe and use appropriate

rules, conditional probability,

assumptions and conventions when

complementary probability, joint

only short-term data or only long-

occurrence of events. (Apply)

term data are available. Interpret

2. Distributions the relationship between short-term

and long-term capability. (Evaluate)

Describe, interpret, and use

various distributions, e.g., normal,

Poisson, binomial, chi square, VI. A

nalyze (22 Questions)

Students t, F, hypergeometric,

bivariate, exponential, lognormal, A. Measuring and Modeling

Weibull. (Evaluate) Relationships Between Variables

1. Correlation coefficient

F. Process Capability Calculate and interpret the

1. Process capability indices correlation coefficient and its

Define, select, and calculate confidence interval, and describe

Cp and Cpk. (Evaluate) the difference between correlation

and causation. (Evaluate)

2. Process performance indices

2. Linear regression

Define, select, and calculate Pp,

Ppk, Cpm, and process sigma. Calculate and interpret

(Evaluate) regression analysis, and apply

and interpret hypothesis tests

3. General process capability studies for regression statistics. Use the

Describe and apply elements regression model for estimation

of designing and conducting and prediction, analyze the

process capability studies relative uncertainty in the estimate, and

to characteristics, specifications, perform a residuals analysis to

sampling plans, stability, and validate the model. (Evaluate)

normality. (Evaluate)

3. Multivariate tools

4. Process capability Use and interpret multivariate tools

for attributes data (e.g., factor analysis, discriminant

analysis, multiple analysis of

Calculate the process capability

variance (MANOVA)) to investigate

and process sigma level for

sources of variation. (Evaluate)

attributes data. (Apply)

for non-normal data 1. Terminology

Identify non-normal data and Define and interpret the significance

determine when it is appropriate level, power, type I, and type II

to use Box-Cox or other errors of statistical tests. (Evaluate)

transformation techniques. (Apply)

2. Statistical vs. practical significance

6. Process performance Define, compare, and interpret

vs. specification statistical and practical significance.

Distinguish between natural (Evaluate)

process limits and specification

limits. Calculate process

performance metrics, e.g.,

percent defective, parts per

million (PPM), defects per million

3. Sample size 2. Root cause analysis

Calculate sample size for common Define and describe the purpose

hypothesis tests: equality of means of root cause analysis, recognize

and equality of proportions. the issues involved in identifying a

(Apply) root cause, and use various tools

(e.g., 5 whys, Pareto charts, fault

4. Point and interval estimates tree analysis, cause and effect

Define and distinguish between diagrams) to resolve chronic

confidence and prediction intervals. problems. (Analyze)

Define and interpret the efficiency

and bias of estimators. Calculate 3. Waste analysis

tolerance and confidence intervals. Identify and interpret the seven

(Evaluate) classic wastes (overproduction,

inventory, defects, over-processing,

5. Tests for means, waiting, motion, transportation) and

variances, and proportions resource under-utilization. (Analyze)

Use and interpret the results

of hypothesis tests for means, VII. Improve (21 Questions)

variances, and proportions.

(Evaluate) A. Design of Experiments (DOE)

1. Terminology

6. Analysis of variance (ANOVA)

Define basic DOE terms, e.g.,

Select, calculate, and interpret the

independent and dependent

results of ANOVAs. (Evaluate)

variables, factors and levels,

7. Goodness-of-fit (chi square) tests response, treatment, error,

nested. (Understand)

Define, select, and interpret the

results of these tests. (Evaluate) 2. Design principles

8. Contingency tables Define and apply DOE principles,

e.g., power, sample size,

Select, develop, and use

balance, repetition, replication,

contingency tables to determine

order, efficiency, randomization,

statistical significance. (Evaluate)

blocking, interaction, confounding,

9. Nonparametric tests resolution. (Apply)

Understand the importance of the 3. Planning experiments

Kruskal-Wallis and Mann-Whitney

Plan and evaluate DOEs by

tests and when they should be

determining the objective, selecting

used. (Understand)

appropriate factors, responses,

and measurement methods, and

C. Failure Mode and choosing the appropriate design.

Effects Analysis (FMEA) (Evaluate)

Describe the purpose and elements of

FMEA, including risk priority number 4. One-factor experiments

(RPN), and evaluate FMEA results for Design and conduct completely

processes, products, and services. randomized, randomized block,

Distinguish between design FMEA and Latin square designs, and

(DFMEA) and process FMEA (PFMEA), evaluate their results. (Evaluate)

and interpret their results. (Evaluate)

5. Two-level fractional

D. Additional Analysis Methods factorial experiments

1. Gap analysis Design, analyze, and interpret

these types of experiments, and

Analyze scenarios to identify describe how confounding can

performance gaps, and compare affect their use. (Evaluate)

current and future states using

predefined metrics. (Analyze)

6. Full factorial experiments theory of constraints (TOC),

Design, conduct, and analyze these overall equipment effectiveness

types of experiments. (Evaluate) (OEE). (Understand)

Develop plans for implementing

1. Waste elimination

proposed improvements, including

Select and apply tools and conducting pilot tests or simulations,

techniques for eliminating or and evaluate results to select the

preventing waste, e.g., pull optimum solution. (Evaluate)

systems, kanban, 5S, standard

work, poka-yoke. (Analyze)

VIII. Control (15 Questions)

2. Cycle-time reduction

A. Statistical Process Control (SPC)

Use various tools and techniques for

reducing cycle time, e.g., continuous 1. Objectives

flow, single-minute exchange of Explain the objectives of SPC,

die (SMED), heijunka (production including monitoring and controlling

leveling). (Analyze) process performance, tracking

trends, runs, and reducing variation

3. Kaizen within a process. (Understand)

Define and distinguish between

kaizen and kaizen blitz and 2. Selection of variables

describe when to use each Identify and select critical process

method. (Apply) characteristics for control chart

monitoring. (Apply)

4. Other improvement

tools and techniques 3. Rational subgrouping

Identify and describe how Define and apply the principle of

other process improvement rational subgrouping. (Apply)

methodologies are used, e.g.,

4. Control chart selection 2. Documentation

Select and use control charts Develop or modify documents

in various situations: X-R, X-s, including standard operating

individual and moving range (ImR), procedures (SOPs), work

p, np, c, u, short-run SPC, and instructions, and control plans to

moving average. (Apply) ensure that the improvements are

sustained over time. (Apply)

5. Control chart analysis

Interpret control charts and 3. Training for process

distinguish between common owners and staff

and special causes using rules Develop and implement training

for determining statistical control. plans to ensure consistent execution

(Analyze) of revised process methods and

standards to maintain process

B. Other Controls improvements. (Apply)

1. Total productive maintenance (TPM) 4. Ongoing evaluation

Define the elements of TPM and Identify and apply tools (e.g.,

describe how it can be used to control charts, control plans)

consistently control the improved for ongoing evaluation of the

process. (Understand) improved process, including

monitoring leading indicators,

2. Visual controls

lagging indicators, and

Define the elements of visual additional opportunities for

controls (e.g., pictures of improvement. (Apply)

correct procedures, color-coded

components, indicator lights),

and describe how they can help IX. D

esign for Six Sigma

control the improved process. (DFSS) Framework

(Understand)

and Methodologies

C. Maintain Controls (7 Questions)

1. Measurement system reanalysis

A. Common DFSS Methodologies

Review and evaluate measurement Identify and describe define,

system capability as process measure, analyze, design, and

capability improves, and ensure that validate (DMADV) and define,

measurement capability is sufficient measure, analyze, design, optimize,

for its intended use. (Evaluate) and validate (DMADOV). (Understand)

2. Control plan

B. Design for X (DFX)

Develop a control plan to maintain

the improved process performance, Describe design constraints,

enable continuous improvement, including design for cost, design

and transfer responsibility from the for manufacturability (producibility),

project team to the process owner. design for test, and design for

(Apply) maintainability. (Understand)

Describe the elements of robust

1. Lessons learned product design, tolerance design,

Document the lessons learned and statistical tolerancing.

from all phases of a project (Understand)

and identify how improvements

can be replicated and applied

to other processes in the

organization. (Apply)

LEVELS OF COGNITION

Based on Blooms TaxonomyRevised (2001)

In addition to content specifics, the subtext for each topic in this BoK also

indicates the intended complexity level of the test questions for that topic.

These levels are based on Levels of Cognition (from Blooms Taxonomy

Revised, 2001) and are presented below in rank order, from least complex

to most complex.

definitions, facts, ideas, materials, patterns, value of proposed ideas, solutions, etc.,

sequences, methods, principles, etc. by comparing the proposal to specific

criteria or standards.

UNDERSTAND | Read and understand

descriptions, communications, reports, CREATE | Put parts or elements together

tables, diagrams, directions, regulations, etc. in such a way as to reveal a pattern or

structure not clearly there before; identify

APPLY | Know when and how to use which data or information from a complex

ideas, procedures, methods, formulas, set is appropriate to examine further or

principles, theories, etc. from which supported conclusions can

be drawn.

ANALYZE | Break down information into

its constituent parts and recognize their

relationship to one another and how they

are organized; identify sublevel factors or

salient data from a complex scenario.

Enhance your career

with ASQ certification today!

certification information including:

Applications

international language options

Reference materials

ASQ sections

International contacts

Endorsements

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