[LEAN SIX SIGMA MASTER BLACK BELT HANDBOOK]

April, 2014

Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

Table of Contents

Introduction to Master Black Belt (MBB) Certification Program ............................................ 3

1. Lean Six Sigma MBB Certification Overview ....................................................................... 4
1.1 Why become certified as Lean Six Sigma Master Black Belt (MBB)?

1.2 What do we mean by Master Black Belt (MBB) of Tomorrow?

2. Meeting the MBB Qualifications ........................................................................................... 6

3.

2.1 Education and Professional Prerequisites

2.2 Expectations of an MBB

2.3 Code of Ethics

Lean Six Sigma MBB Certification Process...................................................................... 9

3.1 Certification Process

3.2 Lean Six Sigma MBB Modules overview

4. Description of Concepts ..................................................................................................... 12

5.

4.1 Blooms Taxonomy of Cognition levels

12

4.2 Mapping MBB Body of Knowledge to Blooms Taxonomy

13

4.3 MBB Body of Knowledge Modules summary

14

4.4 Data Champion module

16

4.5 Operational Excellence Champion module

17

4.6 Communication and Conflict Management

19

4.7 Leadership and Change Management module

20

4.8 Innovative Thinking module

21

References ........................................................................................................................ 23
5.1 Data Champion module

23

5.2 Operational Excellence Champion module

23

5.3 Communication, Conflict Management, Leadership & Change management

23

5.4 Innovative Thinking Skills

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Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

Introduction to Master Black Belt (MBB) Certification Program

Lean Six Sigma Master Black Belt (MBB) is an affirmation of the ability to lead the enterprise level
deployment of Lean Six Sigma to advance the organization objectives.
Six Sigma has undergone a lot of changes from the time it was conceptualized by Motorola in the late
70s. And it continues to evolve into newer areas of application in line with the changing market
dynamics and the continual pressure on organizations to grow and innovate to remain competitive.
This certification program is designed to equip the MBB candidates with the skills that will be relevant
in the future as well.
The Lean Six Sigma Master Black Belt (MBB) program from QAI Global is creating the MBB of
Tomorrow.
The Lean Six Sigma Master Black Belt (MBB) certification program is directed by Quality Assurance
Institute (QAI) Global.
The body of knowledge, principles and practices as defined by QAI Global are outlined in the
certification handbook. QAI Global will periodically update the handbook to reflect changing industry
practices.

Visit the [Link] for up-to-date

information on the MBB program, examination sites and schedules, and other updates.

Using this document does not constitute, nor imply, the successful accomplishment of the
MBB certification requirements.

Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

1. Lean Six Sigma MBB Certification Overview

Six Sigma, as we know today, is much different than it was when Motorola initiated the concept to
fight back Japanese competition in the late 1970s.
Six Sigma has undergone several transformations to strengthen the tools and techniques within the
six sigma framework of process improvement and process design.
The first significant transformation
was the emergence of Lean Six
Sigma as it embraced the practices
from Toyota Production System
(TPS). The next generation will be
Lean Innovation Six Sigma as newer
concepts from TRIZ (Theory of
Inventive Problem Solving) to help
practitioners think out-of-the-box are
integrated within the Six sigma (refer
image) .
Forbes magazine has recently
acknowledged this trend as it
published an example of Samsung
embedding the newer concepts from TRIZ within its DFSS body of knowledge to launch new
products.
Quality Assurance Institute (QAI) Global has integrated the specific skills into a body of knowledge
that can be taught and tested to create the MBB of Tomorrow an MBB whose skills are equally
relevant to meet the management expectations in the future also.
The skills have been mapped to the different cognition levels based on Blooms Taxonomy.

1.1 Why become certified as Lean Six Sigma Master Black Belt (MBB)?
As the industry becomes more competitive, management must be able to distinguish professional and
skilled individuals with proven competencies on generating novel ideas to given situation. MBB
Certification is an affirmation of the proficiency level of a professional and provides an assurance to
the current and would-be employers.
Certified MBBs command a premium in the job market.
Certification also gives the certified professional the necessary tool-set and the systematic process to
handle the variety of challenging situations in a much more confident manner.

Lean Six Sigma Master Black Belt [MBB HANDBOOK]

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1.2 What do we mean by Master Black Belt (MBB) of Tomorrow?

A Master Black Belt (MBB) is a facilitator of the Implementation of Lean Six Sigma practices in an
organization.
MBBs have done a commendable job in implementation of Lean Six Sigma to Bottom Line
Impacting processes such as Operations, Customer Service, Supply Chain, Production, and
Enabling functions such as HR, IT, Finance and Procurement.
The success has led management to ask for extending the rigor of the implementation to the Top
Line Impacting processes such as Sales, Marketing, New Product Development, Research and
Development.
MBBs of Tomorrow have to adapt the language of Lean Six Sigma to suit the context of these
revenue generating processes of their organization.

QAIs MBB certification program that creates the MBB of Tomorrow will provide an additional
edge to prospective candidates to face the challenges of tomorrow.
Each candidate will be individually mentored by experienced MBB facilitators to help them develop
their skills and knowledge.
This will make them more attractive to prospective employers under a lot of pressure to innovate
and grow their business.

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2. Meeting the MBB Qualifications

To become certified as a Lean Six Sigma Master Black Belt (MBB), each candidate must:
1. Satisfy all the educational and professional prerequisites prior to applying for candidacy.
2. Subscribe to the Code of Ethics.
3. Submit a completed Certification Candidacy Application.
2.1 Education and Professional Prerequisites
Each candidate must satisfy the educational and professional prerequisites as described below
before applying for the Lean Six Sigma MBB program.
1. Minimum 7 years professional work experience
2. Certified Black Belt from an organization of repute.
3. Minimum 2 years of experience in executing continuous improvement projects based on Lean
Six Sigma framework as a Black Belt.
4. Currently in the role of mentoring continuous improvement projects based on Lean Six Sigma
The candidate must additionally understand what is expected of an MBB certified individual after
certification.
2.2 Expectations of an MBB
Knowledge within a profession doesn't stand still. In order to stay current in the field, as
knowledge and techniques mature, the certified individual must be actively engaged in
professional practice, and seek opportunities to stay aware of, and learn, emerging practices.
Certified professionals are generally expected to:
Attend professional conferences to stay aware of activities and trends in the profession.
Take education and training courses to continually update skills and competencies.
Develop and offer training to share knowledge and skills with other professionals and the
public.
Publish information in order to disseminate personal, project, and research experiences.
Participate in the profession through active committee memberships and formal special
interest groups.
2.3 Code of Ethics
An applicant for certification must subscribe to the following Code of Ethics that outlines the
ethical behaviors expected of all certified professionals. Failure to adhere to the requirements of
the Code is grounds for decertification of the individual by the QAI Global Certifications Board
(QCB).
2.3.1 Purpose
A distinguishing mark of a profession is acceptance by its members of responsibility to the interests of
those it serves. Those certified must maintain high standards of conduct in order to effectively
discharge their responsibility.

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2.3.2 Responsibility
This Code of Ethics is applicable to all certified by QAI Global. Acceptance of any certification
designation is a voluntary action. By acceptance, those certified assume an obligation of selfdiscipline beyond the requirements of laws and regulations.
The standards of conduct set forth in this Code of Ethics provide basic principles in the practice of
innovative thinking and innovation management. Those certified should realize that their individual
judgment is required in the application of these principles. Those certified shall use their respective
designations with discretion and in a dignified manner, fully aware of what the designation denotes.
The designation shall also be used in a manner consistent with all statutory requirements.
Those certified who are judged by the Innovation Certifications Board to be in violation of the
standards of conduct of the Code of Ethics shall be subject to forfeiture of their designation.
2.3.3 Professional Code of Conduct
Innovation Certifications Board certificate holders shall:
Exercise honesty, objectivity, and diligence in the performance of their duties and
responsibilities.
Exhibit loyalty in all matters pertaining to the affairs of their organization or to whomever they
may be rendering a service. However, they shall not knowingly be party to any illegal or
improper activity.
Not engage in acts or activities that are discreditable to the profession of innovation or their
organization.
Refrain from entering any activity that may be in conflict with the interest of their organization
or would prejudice their ability to carry out objectively their duties and responsibilities.
Not accept anything of value from an employee, client, customer, supplier, or business
associate of their organization that would impair, or be presumed to impair, their professional
judgment and integrity.
Undertake only those services that they can reasonably expect to complete with professional
competence.
Be prudent in the use of information acquired in the course of their duties. They shall not use
confidential information for any personal gain nor in any manner that would be contrary to law
or detrimental to the welfare of their organization.
Reveal all material facts known to them that, if not revealed, could either distort reports of
operation under review or conceal unlawful practices.
Continually strive for improvement in their proficiency, and in the effectiveness and quality of
their service.
In the practice of their profession, shall be ever mindful of their obligation to maintain the high
standards of competence, morality, and dignity promulgated by this Code of Ethics.
Maintain and improve their professional competency through continuing education.
Cooperate in the development and interchange of knowledge for mutual professional benefit.
Maintain high personal standards of moral responsibility, character, and business integrity.
2.3.4 Grounds for Decertification
Revocation of a certification, or decertification, results from a candidate failing to reasonably adhere to
the policies and procedures of Master Black Belt Certifications as defined by the QAI Global. QAI
Global may revoke certification for the following reasons:

Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

Falsifying information on the initial application and/or a MBB reporting form,

Failure to abide by and support the Master Black Belt Certification Code of Ethics,
Failure to submit the required certification fees.

Upon revocation, the candidate is requested to return their current certification credentials. Candidate
may appeal a revocation at any time by communicating, in writing, directly with QAI Global.

Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

3. Lean Six Sigma MBB Certification Process

3.1 Certification Process
The Lean Six Sigma MBB certification program from QAI Global will follow the process as below.

1. Each candidate must fulfill the eligibility requirements before applying for MBB program. The
eligibility criteria are explained in Section 2 of this handbook.
2. Please refer [Link] for details of
the fees to be paid and the payment options. Alternatively, please contact us at
customer_relations@[Link]
3. Candidates who satisfy the eligibility requirements and who have made the payments have to
attend a 7-day training program from QAI Authorized provider. The mode of instruction for the
training will be a mix of classroom and webinar. Details of the training programs can be found
in Section 4 of this handbook.
4. Candidates who attend the 7-day training program will receive the Lean Six Sigma Master
Black Belt Participation certificate.
5. After attending the program candidates will have up to 12 months from the date of the training
program to prepare the evidence required for certification. In these 12 months the candidate
can seek the inputs of QAI assigned mentor on the quality of the evidence. Please refer
section 3.2 of this handbook for more details on the evidence to be submitted.
6. QAI assigned mentor will assess the quality of the evidence submitted by the candidate. Once
the evidence is considered acceptable for the purpose of certification, QAI mentor will
recommend issue of the Lean Six Sigma Master Black Belt Certificate.

3.2 Lean Six Sigma MBB Modules overview

Candidates applying for Lean Six Sigma Master Black Certificate have to demonstrate proficiency
on five (5) modules as illustrated in flowchart below.

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Lean Six Sigma Master Black Belt [MBB HANDBOOK]

The summary of the modules and the certification requirement is given in table below. Additional
details are provided in the section 4 of this handbook.
Name of
Module

Data Champion

Operational
Excellence
Champion
Communication
& Conflict
Management

Leadership and
Change
Management

Innovative
thinking skills

Description of Module
Applied data analysis techniques to
handle the different practical realities
faced by MBB in their professional
environment.
Holistic integration of concepts from Lean
and Six Sigma for sustainable enterprise
level deployment.
Application of Neuro-Linguistic
Programming (NLP) for Persuading and
Influencing others and for managing
Conflicts.
Essential components of leadership and
the key elements of effective change
management.
Understand linkages with Communication
and Conflict Management module.
Understand the core vocabulary used by
successful innovators and a few skills
such as Ideal Scenario Thinking,
Resource Thinking, and Contradiction
Thinking

Duration of
Training
3 days
classroom
training
1 day
classroom
training
1 day selfstudy of
recorded
webinars and
1 assignment

1 day live
webinar

0.5 day live

webinar
followed by
assignment

Certification requirement
Evidence of usage of data
analysis in 2 BB or 4 GB
projects mentored by MBB
candidate
Quality of submissions in
classroom case studies.
Evidence of creation of
deployment plan (real world
or simulation)
Evidence of application of
techniques in
implementation of Lean Six
Sigma in 2 BB or 4 GB
projects mentored by MBB
candidate.
Quality of submission in
classroom case studies.

Candidates to submit
responses to 1 case study
in 0.5 day.

Please refer section 4, MBB Body of Knowledge and Proficiency details for more explanation on each
of the modules.

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4. Description of Concepts
Lean Six Sigma Master Black Belt (MBB) certification program tests for proficiency levels based on
Blooms taxonomy.
4.1 Blooms Taxonomy of Cognition levels
Blooms taxonomy details the different proficiency levels of a learner.
The definition of each of the levels is given below.
1. Remember (Knowledge level): Recall or recognize terms, definitions, facts, ideas, materials,
patterns, sequences, methods, principles, etc.
2. Understand (Comprehension level): Read and understand descriptions, communications,
reports, tables, diagrams, directions, regulations etc.
3. Apply (Application level): Know when and how to use ideas, procedures, methods,
formulas, principles, theories, etc.
4. Analyze (Analysis level): 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.
5. Evaluate (Evaluation level): Make judgments about the value of proposed ideas, solutions,
etc. by comparing the proposal to specific criteria or standards.
6. Create (Synthesis level): Put parts or elements together in such a way as to reveal a pattern
or structure not clearly there before, identify which data or information from a complex set are
appropriate to examine further or from which supported conclusions can be drawn.

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4.2 Mapping MBB Body of Knowledge to Blooms Taxonomy

The assessment of MBB candidates will be made as per the certification requirement of each module
as specified in Section 3.2.
The table below summarizes the expected level of proficiency to be demonstrated by the candidate as
part of the certification requirement.

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4.3 MBB Body of Knowledge Modules summary

The MBB Body of Knowledge has five modules on which the proficiency levels will be tested.
Module Name

Data Champion

Operational
Excellence
Champion

Communication
& Conflict
Management

Module
Description

Applied data
analysis
techniques to
handle the
different practical
realities faced by
MBB in their
professional
environment.

Holistic
integration of
concepts from
Lean and Six
Sigma for
sustainable
enterprise level
deployment

Application of
techniques from
Neuro-Linguistic
Programming
(NLP) for
Persuading and
Influencing others
and for managing
Conflicts.

Module Topics
1. Creating a data friendly
environment
2. Working in data constrained
environments
3. Applied Data analysis
i. Review of hypotheses
testing statistical tools:
Assumptions and
misconceptions
ii. Analysis of data from
Experiments
iii. Building Multivariate
models using
Regression and
Logistics Regression
1. Essential components of
Operational Excellence
2. Cost of Quality to drive
Operational Excellence
3. Hoshin Kanri concept of A3
for alignment of projects to
management objectives
4. Integrating with non-Lean
Six Sigma initiatives
5. Implementing a hybrid
DFSS and DMAIC
deployment
1. Persuading and Influencing
Others
i. How to convince a
skeptic
ii. Words that Change
Minds
iii. Assembling the Right
Project Team
iv. Enhancing Senior
Management and
Sponsor support
2. Conflict Management
i. Conflict Flowchart
ii. Conflict Assessment
iii. RID Model

Mode of
Instruction

3 days
classroom
training

Certification
Requirement

Evidence of
application in 2
BB level
projects
mentored by
MBB candidate
Quality of
submissions in
classroom case
study.

1 day
classroom
training

0.5 day selfstudy of

recorded
webinars

Submit a
deployment
plan for the
organization:
Either based on
simulation or
actual plan
created at
workplace.

Evidence of
application of
techniques in
implementation
of Lean Six
Sigma in 2 BB
or 4 GB
projects
mentored by
MBB candidate.
Quality of
submissions in
case study.

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Module Name

Module
Description

Module Topics
iv.

Leadership and
Change
Management

Innovative
thinking skills

Understanding
the components
of inspirational
leadership and
the elements of
effective change
management.
Clarify doubts
related to
Communication
and Conflict
Management
module.
Understand the
core vocabulary
used by
successful
innovators and a
few skills such as
Ideal Scenario
Thinking,
Resource
Thinking, and
Contradiction
Thinking

Mode of
Instruction

Certification
Requirement

Quick Techniques

1. Essentials of
Leadership
2. Change Management
Models, frameworks and
techniques
3. Change Implementation
techniques
4. Coaching and Mentoring
5. Review of Communication
and Conflict Management

1. Core vocabulary of
Innovators (1hour)
i.
Types of problems
ii.
Object-FeatureValue (OFV)
iii.
Functions and
Types of Functions
2. Ideal Scenario Thinking and
5 categories of Innovation
(1hour)
3. Resource Thinking (1hour)
4. Contradiction Thinking
(1hour)

1 day live
webinar

Evidence of
application of
techniques in
implementation
of Lean Six
Sigma in 2 BB
or 4 GB
projects
mentored by
MBB candidate.
Quality of
submission in
classroom case
studies.

1 day of live
webinar split
as below
i) 0.5 day
live webinar
ii) 0.5 day
assignment

Assignment: 1
case study to
be submitted in
0.5 day

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4.4 Data Champion module

Lean Six Sigma MBB is expected to handle situations ranging from data rich environments to data
scarce environments.
This module has been designed to develop the skills to handle the diverse data specific situations
confronting MBBs in their workplace.

1.1 Creating a data-friendly environment

It is not very uncommon to find IT systems with automated workflows in many organizations that do
not capture data that can yield insights on the process performance.
An MBB must be able to guide the evolution of data capturing processes and systems based on their
understanding of process architecture and key metrics that would be essential for monitoring the
health of the processes.

1.2 Working in data constrained environments

In an ideal scenario, an MBB would be able to find unbiased data for all potential X factors and be
able to perform statistical analysis to identify the vital few from the trivial many.
In the real world where data of sufficient quantity or of good quality may be hard to come, an MBB
must be able to suggest effective alternatives that yield unbiased evidence and does not dilute the
statistical rigor of the analysis

1.3 Applied data analysis

MBBs have to view themselves as business scientists and the hypotheses driven projects as ways to
derive greater insights about the organization.
They must also be able to identify the applicability of the tools and techniques to the given context of
the organization.
They must be familiar with when and how to perform simple experiments and also the skill of
developing predictive models based on single and multivariate situations.
An MBB must be able to conduct analysis of experimental data using univariate tools as well as
multivariate tools such as regression and logistics regression.

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4.5 Operational Excellence Champion module

Operational Excellence is the condition in which an organization is able to create industry
performance benchmarks in the end-to-end process of delivering value to the customers.
One of the documented strengths of Lean Six Sigma is the potential to help organizations drive
Operational Excellence.
Organizations that wish to achieve Operational Excellence in the early part of their implementation
would expect the MBB to establish the key elements that would be the foundation of the journey.
Lean Six Sigma MBB is expected to interact with leadership teams and chart out a deployment
roadmap that is aligned to the organization objectives as well as has direct linkages to the Key
Performance Indicators of Line Managers.
This module will focus on enhancing the skills necessary to create the implementation plan.
1.1 Essential Components of Operational Excellence
Operational Excellence has a specific place in the evolution of what customers expect from any
product or service. Dr. Deming foresaw the future role of quality as an integral part of this evolution.
Knowing this will help position Operational Excellence within the appropriate context and laying the
roadmap beyond Operational Excellence.
An MBB must be able to distinguish the different elements of Operational Excellence, conduct a
diagnostic of the organization on those elements and chart a roadmap for closing the identified gaps.
Some of the key components are as listed below.
1. Process Architecture
2. Performance Management
3. Program and project management

1.2 Hoshin Kanri concept of A3

Toyota Production System (TPS) has designed a system of aligning strategic directions with the
enterprise level improvements and key performance indicators.
Knowledge of Hoshin Kanri methodology will help adapt to the specific context of the organization for
a successful implementation of Lean Six Sigma.
1.3 Implementing a hybrid DFSS & DMAIC approach
An MBB may find many improvement journeys that mimic a process design journey or they may
embark on a process design journey only to find that incremental improvements is also the need of
the hour.
The ability to run a hybrid journey by mapping the core tools of DFSS and DMAIC is a key skill to
resolve these situations.

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1.4 Integrating with non-Lean Six Sigma initiatives

Lean Six sigma may not be the only enterprise wide process improvement or process design initiative
in an organization.
One of the key skills of an MBB is to dovetail Lean Six sigma framework within other initiatives to
synergize the strengths of each initiative as well as to complement in areas where Lean Six Sigma
has a more rigorous approach.

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4.6 Communication and Conflict Management

Institutionalizing Lean Six Sigma requires a change in the way we structure the approach to improving
process improvement and process design. It is about systematic approach towards resolving the
issues confronting the organization in its journey towards operational excellence.
MBB candidates will get access to recorded webinars of Steve Bender, a leading authority on Neuro
Linguistic Programming (NLP).

1.1 Conflict management

Separating the fact from fiction, understanding the areas of concern and providing a resolution that is
acceptable to different stakeholders is a core skill.
MBBs must understand the different types of personalities that they may encounter and how to apply
the conflict resolution approach in the workplace.

1.2 Effective motivational techniques

Turning skeptics and fence-sitters into advocates for the Lean Six Sigma deployment is one of the
critical success factors for any MBB.
This module will expand on the types of motivational triggers that drive a human being and how the
MBB can successfully use that knowledge for winning over sponsors and key stakeholders.

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4.7 Leadership and Change Management module

Lean Six Sigma journey is about institutionalizing the culture of data and objective evidence to
validate the gut feel and intuition of managers. Time, money and resources spent during Lean Six
Sigma projects may not still get the desired traction and sustainable benefits, since the change
movers and implementers are slow to move off the block. Often we see overt as well as covert
resistance to change; and this is largely because we are usually stuck in the comfort of our
sameness and change can be perceived as uncomfortable. MBBs therefore need to demonstrate
leadership in managing and implementing change.
This module on Leadership and Change will provide MBB's with specific tools and skills to manage
and implement change, beyond the Change Acceleration Process (CAP) tools taught during the Black
Belt certification.

1.1 Essentials of Leadership:

MBBs of future need to create a vision for change, create urgency and build on the change. They
need to form a powerful coalition within the firm and anchor the changes in corporate culture. This
module will review the essentials of leadership, especially in the context of managing change.
1.2 Change Management Models:
Understanding and application of various Change Management models, frameworks and techniques
for moving from Chaos to Coherence in fast paced business scenarios, such as Congruence Model,
Leavitts Diamond, ADKAR and Kotlers Change model among others.
1.3 Implementing Change:
Understanding and application of the toolkit to implement Change. Learn how to manage high
workloads in changing environments that can cause cascading chaos and stress. Recognize and
harness the potential for positive Change (i.e. stimulating challenge and stretch) in day to day
operations and projects scoping, planning, aligning, negotiating, motivating, and emotional intelligent
environment.
1.4 Coaching and Mentoring:
MBBs must enable the change process through robust coaching and mentoring. Understand the
difference between coaching and mentoring and know when to apply which approach. Additionally, an
MBB must know when not to use either coaching or mentoring.
1.5 Communication and Conflict Management (Review):
This module builds upon the concepts covered in the recorded webinars of Steve Bender on
Communication and Conflict Management with classroom exercises and discussions for reinforcing
the learning.

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4.8 Innovative Thinking module

One of the oft quoted banes of Lean Six sigma deployment is that after the first few waves of Lean Six
Sigma projects, the novelty of solutions generated tend to peter out.
Subsequent waves tend to imitate and adapt documented solutions of earlier projects. Management
and clients demand out-of-the-box thinking to continue sponsorship of the projects.
Additionally a Lean Six Sigma MBB has to deal with ambiguous and seemingly complex and
sometimes intractable situations.
The live webinars in this module will teach how to apply some of the core skills of innovators to create
out-of-the-box ideas that are win-win for key stakeholders and that positively impact the growth and
margins of the organization.
MBB candidates will have to additionally demonstrate their understanding of the content through a
case study.

1.1 Types of Problems

Not every situation requires innovative thinking. Practitioners must be able to identify situations that
need out-of-the-box thinking from others that do not require such level of thinking to make the process
more efficient and effective. Additionally, the practitioners must be able to differentiate between the
two innovative problem types: Improving a current system versus Measurement and Detection
problems.

1.2 Object-Feature-Value (OFV)

The understanding of Object-Feature-Value will help innovators define useful and harmful functions,
articulate contradictions or conflicting demands, and identify the desired characteristics of the
resources to implement novel ideas.

1.3 Functions
Function is the change in the value of a feature of a chosen object.
Functions are of different types: useful functions/ harmful functions/ auxiliary functions.
Understanding of language of functions will help in making use of other techniques such as Ideality
thinking, and Systems thinking.

1.4 Ideal Scenario thinking

Ideal scenario thinking is the ability to define the state of perfection for any product, service, process
or situation based on the language of functions.
It establishes the roadmap for improvement as Ideality is the benchmark of what future should be.

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Envisioning the state of perfection helps the innovator identify the gap with respect to the current
position and chart the roadmap of innovative solutions.
Ideality can be used to classify all inventive ideas generated till date into one of the five (5) categories.
Understanding of those categories will help channelize the directions of improvement in any situation.

1.5 Contradiction thinking

At the heart of the most powerful innovative ideas is the ability to generate win-win solutions to
conflicting or contradictory requirements.
Successful innovators have the ability to identify, articulate and resolve a contradiction using a
systematic algorithm based on proven principles.
Untrained minds go for suboptimal thinking such as compromise or tradeoff.

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5. References
It is each candidates responsibility to stay current in the field and to be aware of published works
and materials. The references are for informational purposes only.

5.1 Data Champion module

1. Donald J. Wheeler, Six Sigma Practitioners Guide to Data Analysis, SPC Press, 2011
2. Joseph Hair, William Black, Barry Babin and Rolph Andersen, Multivariate Data Analysis,
Prentice Hall, 2007
3. David Kleinbaum, Muller Muller, Lawrence Kupper and Azhar Nizam, Applied Regression
Analysis, Cenage Learning, 2011
4. Norman Draper, Harry Smit, Applied Regression Analysis, Wiley India, 2011
5. Genichi Taguchi and Rajesh Jugulum, The Mahalanobis Taguchi Strategy: A Pattern
Technology System, John Wiley & Sons, 2002
6. David Anderson, Dennis Sweeney and Thomas Williams, Essentials of Statistics for Business
and Economics, Cenage learning, 2010
7. Larry Gonick, Cartoon Guide to Statistics, Colins Reference, 1993

5.2 Operational Excellence Champion module

1. Thomas Jackson, Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities
and Managing Profit, Productivity Press, 2006
2. Yoji Akao, Hoshin Kanri: Policy Deployment for Successful TQM, Productivity Press, 2004
3. James Persse, Process Improvement Essentials: CMMI, Six Sigma, and ISO 9001, OReilly
Media, 2008
4. Robert Kaplan and David Norton, The Strategy-Focused Organization: How Balanced
Scorecard Companies Thrive in the New Business Environment, Harvard Business Review
Press, 2000
5. Robert Gardner, The Process-Focused Organization: A Transition Strategy for Success,
American Society for Quality, 2004
6. Ginger Levin and Allen Green, Implementing Program Management: Templates and Forms
Aligned with the Standard for Program Management, Auerbach Publications, 2013
7. Ginger Levin, Program Management: A Life Cycle Approach, Auerbach Publications, 2012
8. Eileen Forrester, Brandon Buteau and Sandra Shrum, CMMI for Services: Guidelines for
Superior Service, Addison Wesley, 2011

5.3 Communication, Conflict Management, Leadership & Change management

1. Daryll Scott, Can we Start Again? The Patterns of NLP applied to Business Interactions,
Management Books, 2007
2. Kerry Patterson, Joseph Grenny, Ron Mcmillan and Al Switzler, Crucial Conversations Tools
for Talking When Stakes Are High, Tata Mc-Graw Hill, 2011
3. Dr. Rick Brinkman, Dr. Rick Kirschner, Dealing with People You Can't Stand: How to Bring
Out the Best in People at Their Worst, McGraw-Hill, 2002

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Lean Six Sigma Master Black Belt [MBB HANDBOOK]

April, 2014

4. Marshall Goldsmith, What Got You Here Won't Get You There: How Successful People
Become Even More Successful!, Profile Books, 2013
5. Chip Heath and Dan Heath, Switch: How to change things when change is hard, Random
House, 2011
6. Charles Duhigg, The Power of Habit: Why We Do What We Do, and How to Change, RHUK,
2013
7. Shweta Punj, Why I Failed: Lessons from Leaders, RHI, 2013
8. Cynthia Montgomery, The Strategist: Be the Leader Your Business Needs, Collins, 2012

5.4 Innovative Thinking Skills

1. Roger von Oech. A Whack on the Side of the Head: How You Can Be More Creative.
Business Plus. 2005.
2. Edward de Bono. Lateral Thinking: A Textbook of Creativity. Penguin. 2009.
3. G. Altshuller. And Suddenly the Inventor Appeared. Technical Innovation Center, 1996
4. Dr. Yuri Salamatov. TRIZ An Innovation Field book based on TRIZ methodology.
[Link] (print on demand). 2009
5. Anthony W. Ulwick. What Customers Want: Using Outcome-Driven Innovation to Create
Breakthrough Products and Services. McGraw-Hill Professional. 2005.
6. Drew Boyd and Jacob Goldenberg. Inside the Box: A Proven System of Creativity for
Breakthrough Results. Simon & Schuster. 2013.
7. Vinay Dabholkar and Rishikesha T. Krishnan. 8 Steps to Innovation: Going from Jugaad to
Excellence. Harper Collins. 2013.
8. Navi Radjou, Simone Ahuja and Jaideep Prabhu. Jugaad Innovation: A Frugal and Flexible
Approach to Innovation for the 21st Century. Random House. 2012.
9. Eric Ries, The Lean Startup: How Constant Innovation creates radically successful
businesses, Penguin, 2011

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