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CERTIFIED SIX Preparation
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SIGMA CSSBB
BLACK BELT EXAM
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What is ASQ Certified Six Sigma Black

Belt Certification?
ASQ Certified Six Sigma Black Belt certification questions and exam summary
helps you to get focused on the exam. This guide also helps you to be on
CSSBB exam track to get certified with good score in the final exam.

The ASQ Certified Six Sigma Black Belt is an expert who can demonstrate
Six Sigma philosophies and principles, including supporting systems and tools.
A Black Belt should show team leadership, understand team dynamics and
allow team member roles and duties. Black belts have a thorough belief of all
features of define, measure, analyze, improve and control (DMAIC) model
following Six Sigma principles. They have a necessary awareness of lean
enterprise concepts, can know non-value-added elements and activities and
can use specific tools.

ASQ Certified Six Sigma Black Belt (CSSBB)

Certification Summary
● Exam Name: Certified Six Sigma Black Belt

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● Exam Code: CSSBB

● Exam Fee: USD $538
● Retakes: USD $338
● ASQ Member: USD $388
● Application Fee: USD $70
● Exam Duration: 270 Minutes
● Number of Questions: 165
● Passing Score: 550/750
● Format: Multiple Choice
● Books:
○ Certified Six Sigma Black Belt Certification Preparation
○ The ASQ Pocket Guide For The Certified Six Sigma Black
Belt
● Schedule Exam: Book Your Exam
● Sample Questions: ASQ CSSBB Exam Sample Questions and
Answers
● Practice Exam: ASQ Certified Six Sigma Black Belt Practice Test

ASQ Certified Six Sigma Black Belt (CSSBB)

Certification Exam Syllabus

ASQ CSSBB Body of Knowledge:

I. Organization-wide Planning and Deployment (Questions 12)

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A. 1. Fundamentals - Define and describe the value,

Organization- of Six Sigma and foundations, philosophy, history, and
wide lean goals of these approaches, and describe
Consideration methodologies the integration and complementary
s 2. Six Sigma, relationship between them. (Understand)
lean, and - Describe when to use Six Sigma instead
continuous of other problem-solving approaches, and
improvement describe the importance of aligning Six
methodologies Sigma objectives with organizational
3. Relationships goals. Describe screening criteria and how
among business such criteria can be used for the selection
systems and of Six Sigma projects, lean initiatives, and
processes other continuous improvement methods.
4. Strategic (Apply)
planning and - Describe the interactive relationships
deployment for among business systems, processes, and
initiatives internal and external stakeholders, and
the impact those relationships have on
business systems. (Understand)
- Define the importance of strategic
planning for six sigma projects and lean
initiatives. Demonstrate how hoshin kanri
(X-matrix), portfolio analysis, and other
tools can be used in support of strategic
deployment of these projects. Use
feasibility studies, SWOT analysis
(strengths, weaknesses, opportunities,
and threats), PEST analysis (political,
economic, social, and technological) and
contingency planning and business
continuity planning to enhance strategic
planning and deployment. (Apply)

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B. Leadership 1. Roles and - Describe the roles and responsibilities of

responsibilities executive leadership, champions,
2. Organizational sponsors, process owners, Master Black
roadblocks and Belts, Black Belts, and Green Belts in
change driving Six Sigma and lean initiatives.
management Describe how each group influences
project deployment in terms of providing
or managing resources, enabling changes
in organizational structure, and supporting
communications about the purpose and
deployment of the initiatives.
(Understand)
- Describe how an organization’s structure
and culture can impact Six Sigma
projects. Identify common causes of Six
Sigma failures, including lack of
management support and lack of
resources. Apply change management
techniques, including stakeholder analysis,
readiness assessments, and
communication plans to overcome barriers
and drive organization-wide change.
(Apply

II. Organizational Process Management and Measures (10 Questions)

A. Impact on - Describe the impact Six Sigma projects

Stakeholders can have on customers, suppliers, and
other stakeholders. (Understand)
B. - Define and distinguish between various
Benchmarking types of benchmarking, e.g., best
practices, competitive, collaborative,
breakthrough. Select measures and
performance goals for projects resulting
from benchmarking activities. (Apply)

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C. Business 1. Performance - Define and describe balanced scorecard,

Measures measures key performance indicators (KPIs),
2. Financial customer loyalty metrics, and leading and
measures lagging indicators. Explain how to create a
line of sight from performance measures
to organizational strategies. (Analyze
- Define and use revenue growth, market
share, margin, net present value (NPV),
return on investment (ROI), and cost-
benefit analysis (CBA). Explain the
difference between hard cost measures
(from profit and loss statements) and soft
cost benefits of cost avoidance and
reduction. (Apply)

III. Team Management (18 Questions)

A. Team 1. Team types - Define and describe various teams,

Formation and constraints including virtual, cross-functional, and
2. Team roles self-directed. Determine what team type
and will work best for a given a set of
responsibilities constraints, e.g., geography, technology
3. Team member availability, staff schedules, time zones.
selection criteria (Apply)
4. Team success - Define and describe various team roles
factors and responsibilities for leader, facilitator,
coach, and individual member.
(Understand)
- Describe various factors that influence
the selection of team members, including
the ability to influence, openness to
change, required skill sets, subject matter
expertise, and availability. (Apply)
- Identify and describe the elements
necessary for successful teams, e.g.,
management support, clear goals, ground
rules, timelines. (Apply)

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B. Team 1. Motivational - Describe and apply techniques to

Facilitation techniques motivate team members. Identify factors
2. Team stages that can demotivate team members and
of development describe techniques to overcome them.
3. Team (Apply)
communication - Identify and describe the classic stages
4. Team of team development: forming, storming,
leadership norming, performing, and adjourning.
models (Apply)
- Describe and explain the elements of an
effective communication plan, e.g.,
audience identification, message type,
medium, frequency. (Apply)
- Describe and select appropriate
leadership approaches (e.g., direct, coach,
support, delegate) to ensure team
success. (Apply
C. Team 1. Group - Identify and use various conflict
Dynamics behaviors resolution techniques (e.g., coaching,
2. Meeting mentoring, intervention) to overcome
management negative group dynamics, including
3. Team dominant and reluctant participants,
decision-making groupthink, rushing to finish, and
methods digressions. (Evaluate)
- Select and use various meeting
management techniques, including using
agendas, starting on time, requiring pre-
work by attendees, and ensuring that the
right people and resources are available.
(Apply)
- Define, select, and use various tools
(e.g., consensus, nominal group
technique, multi-voting) for decision
making. (Apply)

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D. Team 1. Needs - Identify the steps involved to implement

Training assessment an effective training curriculum: identify
2. Delivery skills gaps, develop learning objectives,
3. Evaluation prepare a training plan, and develop
training materials. (Understand)
- Describe various techniques used to
deliver effective training, including adult
learning theory, soft skills, and modes of
learning. (Understand)
- Describe various techniques to evaluate
training, including evaluation planning,
feedback surveys, pretraining and p

IV. Define (20 Questions)

A. Voice of the 1. Customer - Identify and segment customers and

Customer Identification show how a project will impact both
2. Customer data internal and external customers. (Apply)
collection - Identify and select appropriate data
3. Customer collection methods (e.g., surveys, focus
requirements groups, interviews, observations) to
gather voice of the customer data. Ensure
the data collection methods used are
reviewed for validity and reliability.
(Analyze)
- Define, select, and apply appropriate
tools to determine customer needs and
requirements, including critical-to-X (CTX
when “X” can be quality, cost, safety,
etc.), CTQ tree, quality function
deployment (QFD), supplier, input,
process, output, customer (SIPOC) and
Kano model. (Analyze)

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B. Business 1. Business case - Describe business case justification used

Case and 2. Problem to support projects. (Understand)
Project statement - Develop a project problem statement
Charter 3. Project scope and evaluate it in relation to baseline
4. Goals and performance and improvement goals.
objectives (Evaluate)
5. Project - Develop and review project boundaries
performance to ensure that the project has value to the
measurements customer. (Analyze
6. Project charter - Identify SMART (specific, measureable,
review actionable, relevant and time bound)
goals and objectives on the basis of the
project’s problem statement and scope.
(Analyze)measureable, actionable,
relevant and time bound) goals and
objectives on the basis of the project’s
problem statement and scope. (Analyze)
- Identify and evaluate performance
measurements (e.g., cost, revenue,
delivery, schedule, customer satisfaction)
that connect critical elements of the
process to key outputs. (Analyze)
- Explain the importance of having
periodic project charter reviews with
stakeholders. (Understand)
C. Project 1. Gantt charts - Identify and use the following PM tools
Management 2. Toll-gate to track projects and document their
(PM) Tools reviews progress. (Evaluate)
3. Work
breakdown
structure (WBS)
4. RACI model
(responsible,
accountable,
consulted, and
informed)

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D. Analytical 1. Affinity - Identify and use the following analytical

Tools diagrams tools throughout the DMAIC cycle. (Apply)
2. Tree diagrams
3. Matrix
diagrams
4. Prioritization
matrices
5. Activity
network
diagrams

V. Measure (25 Questions)

A. Process 1. Process flow - Identify and use process flow metrics

Characteristic metrics (e.g., work in progress (WIP), work in
s 2. Process queue (WIQ), touch time, takt time, cycle
analysis tools time, throughput) to determine
constraints. Describe the impact that
“hidden factories” can have on process
flow metrics. (Analyze
- Select, use, and evaluate various tools,
e.g., value stream maps, process maps,
work instructions, flowcharts, spaghetti
diagrams, circle diagrams, gemba walk.
(Evaluate)
B. Data 1. Types of data - Define, classify, and distinguish between
Collection 2. Measurement qualitative and quantitative data, and
scales continuous and discrete data. (Evaluate)
3. Sampling - Define and use nominal, ordinal,
4. Data collection interval, and ratio measurement scales.
plans and (Apply
methods - Define and describe sampling concepts,
including representative selection,
homogeneity, bias, accuracy, and
precision. Determine the appropriate
sampling method (e.g., random, stratified,
systematic, subgroup, block) to obtain

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valid representation in various situations.

(Evaluate)
- Develop and implement data collection
plans that include data capture and
processing tools, e.g., check sheets, data
coding, data cleaning (imputation
techniques). Avoid data collection pitfalls
by defining the metrics to be used or
collected, ensuring that collectors are
trained in the tools and understand how
the data will be used, and checking for
seasonality effects. (Analyze)
C. 1. Measurement - Use gauge repeatability and
Measurement system analysis reproducibility (R&R) studies and other
Systems (MSA) MSA tools (e.g., bias, correlation,
2. Measurement linearity, precision to tolerance, percent
systems across agreement) to analyze measurement
the organization system capability. (Evaluate)
3. Metrology - Identify how measurement systems can
be applied to marketing, sales,
engineering, research and development
(R&D), supply chain management, and
customer satisfaction data. (Understand)
- Define and describe elements of
metrology, including calibration systems,
traceability to reference standards, and
the control and integrity of measurement
devices and standards. (Understand)

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D. Basic 1. Basic - Define and distinguish between

Statistics statistical terms
population parameters and sample
2. Central limit
statistics, e.g., proportion, mean,
theorem standard deviation. (Apply
3. Descriptive - Explain the central limit theorem and its
statistics significance in the application of inferential
4. Graphical statistics for confidence intervals,
methods hypothesis tests, and control charts.
5. Valid (Understand)
statistical - Calculate and interpret measures of
conclusions dispersion and central tendency.
(Evaluate)
- Construct and interpret diagrams and
charts, e.g., box-and-whisker plots,
scatter diagrams, histograms, normal
probability plots, frequency distributions,
cumulative frequency distributions.
(Evaluate)
- Distinguish between descriptive and
inferential statistical studies. Evaluate how
the results of statistical studies are used
to draw valid conclusions. (Evaluate)
E. Probability 1. Basic concepts - Describe and apply probability concepts,
2. Distributions e.g., independence, mutually exclusive
events, addition and multiplication rules,
conditional probability, complementary
probability, joint occurrence of events.
(Apply)
- Describe, interpret, and use various
distributions, e.g., normal, Poisson,
binomial, chi square, Student’s t, F,
hypergeometric, bivariate, exponential,
lognormal, Weibull. (Evaluate)

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F. Process 1. Process - Define, select, and calculate Cp and Cpk.

Capability capability indices (Evaluate)
2. Process - Define, select, and calculate Pp, Ppk,
performance Cpm, and process sigma. (Evaluate)
indices - Describe and apply elements of
3. General designing and conducting process
process capability studies relative to
capability studies characteristics, specifications, sampling
4. Process plans, stability, and normality. (Evaluate)
capability for - Calculate the process capability and
attributes data process sigma level for attributes data.
5. Process (Apply)
capability for - Identify non-normal data and determine
non-normal data when it is appropriate to use Box-Cox or
6. Process other transformation techniques. (Apply)
performance vs. - Distinguish between natural process
specification limits and specification limits. Calculate
7. Short-term process performance metrics, e.g.,
and long-term percent defective, parts per million (PPM),
capability defects per million opportunities (DPMO),
defects per unit (DPU), throughput yield,
rolled throughput yield (RTY). (Evaluate)
- Describe and use appropriate
assumptions and conventions when only
short-term data or only longterm data are
available. Interpret the relationship
between short-term and long-term
capability. (Evaluate)

VI. Analyze (22 Questions)

A. Measuring 1. Correlation - Calculate and interpret the correlation

and Modeling coefficient coefficient and its confidence interval, and
Relationships 2. Linear describe the difference between
between regression correlation and causation. (Evaluate)
Variables 3. Multivariate - Calculate and interpret regression
tools analysis, and apply and interpret

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hypothesis tests for regression statistics.

Use the regression model for estimation
and prediction, analyze the uncertainty in
the estimate, and perform a residuals
analysis to validate the model. (Evaluate)
- Use and interpret multivariate tools
(e.g., factor analysis, discriminant
analysis, multiple analysis of variance
(MANOVA)) to investigate sources of
variation. (Evaluate)
B. Hypothesis 1. Terminology - Define and interpret the significance
Testing 2. Statistical vs. level, power, type I, and type II errors of
practical statistical tests. (Evaluate)
significance - Define, compare, and interpret statistical
3. Sample size and practical significance. (Evaluate)
4. Point and - Calculate sample size for common
interval hypothesis tests: equality of means and
estimates equality of proportions. (Apply)
5. Tests for - Define and distinguish between
means, confidence and prediction intervals. Define
variances, and and interpret the efficiency and bias of
proportions estimators. Calculate tolerance and
6. Analysis of confidence intervals. (Evaluate)
variance - Use and interpret the results of
(ANOVA) hypothesis tests for means, variances,
7. Goodness-of- and proportions. (Evaluate)
fit (chi square) - Select, calculate, and interpret the
tests results of ANOVAs. (Evaluate)
8. Contingency - Define, select, and interpret the results
tables of these tests. (Evaluate)
9. Non- - Select, develop, and use contingency
parametric tests tables to determine statistical significance.
(Evaluate)
- Understand the importance of the
Kruskal-Wallis and Mann-Whitney tests
and when they should be used.
(Understand)

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C. Failure - Describe the purpose and elements of

Mode and FMEA, including risk priority number
Effects (RPN), and evaluate FMEA results for
Analysis processes, products, and services.
(FMEA) Distinguish between design FMEA
(DFMEA) and process FMEA (PFMEA), and
interpret their results. (Evaluate
D. Additional 1. Gap analysis - Analyze scenarios to identify
Analysis 2. Root cause performance gaps, and compare current
Methods analysis and future states using predefined
3. Waste analysis metrics. (Analyze)
- Define and describe the purpose of root
cause analysis, recognize the issues
involved in identifying a root cause, and
use various tools (e.g., 5 whys, Pareto
charts, fault tree analysis, cause and
effect diagrams) to resolve chronic
problems. (Analyze)
- Identify and interpret the seven classic
wastes (overproduction, inventory,
defects, over-processing, waiting, motion,
transportation) and resource under-
utilization. (Analyze

VII. Improve (21 Questions)

A. Design of 1. Terminology - Define basic DOE terms, e.g.,

Experiments 2. Design independent and dependent variables,
(DOE) principles factors and levels, response, treatment,
3. Planning error, nested. (Understand)
experiments - Define and apply DOE principles, e.g.,
4. One-factor power, sample size, balance, repetition,
experiments replication, order, efficiency,
5. Two-level randomization, blocking, interaction,
fractional confounding, resolution. (Apply)
factorial - Plan and evaluate DOEs by determining
experiments the objective, selecting appropriate

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6. Full factorial factors, responses, and measurement

experiments methods, and choosing the appropriate
design. (Evaluate)
- Design and conduct completely
randomized, randomized block, and Latin
square designs, and evaluate their results.
(Evaluate)
- Design, analyze, and interpret these
types of experiments, and describe how
confounding can affect their use.
(Evaluate)
- Design, conduct, and analyze these
types of experiments. (Evaluate)
B. Lean 1. Waste - Select and apply tools and techniques for
Methods elimination eliminating or preventing waste, e.g., pull
2. Cycle-time systems, kanban, 5S, standard work,
reduction poka-yoke. (Analyze)
3. Kaizen - Use various tools and techniques for
4. Other reducing cycle time, e.g., continuous flow,
improvement single-minute exchange of die (SMED),
tools and heijunka (production leveling). (Analyze)
techniques - Define and distinguish between kaizen
and kaizen blitz and describe when to use
each method. (Apply)
Identify and describe how other process
improvement methodologies are used,
e.g., theory of constraints (TOC), overall
equipment effectiveness (OEE).
(Understand)
C. - Develop plans for implementing
Implementati proposed improvements, including
on conducting pilot tests or simulations, and
evaluate results to select the optimum
solution. (Evaluate)

VIII. Control (15 Questions)

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A. Statistical 1. Objectives - Explain the objectives of SPC, including

Process 2. Selection of monitoring and controlling process
Control (SPC) variables performance, tracking trends, runs, and
3. Rational reducing variation within a process.
subgrouping (Understand)
4. Control chart - Identify and select critical process
selection characteristics for control chart
5. Control chart monitoring. (Apply)
analysis - Define and apply the principle of rational
subgrouping. (Apply)
- Select and use control charts in various
situations: – X – R, – X – s, individual and
moving range (ImR), p, np, c, u, short-run
SPC, and moving average. (Apply
- Interpret control charts and distinguish
between common and special causes
using rules for determining statistical
control. (Analyze)
B. Other 1. Total - Define the elements of TPM and describe
Controls productive how it can be used to consistently control
maintenance the improved process. (Understand)
(TPM) - Define the elements of visual controls
2. Visual controls (e.g., pictures of correct procedures,
color-coded components, indicator lights),
and describe how they can help control
the improved process. (Understand)
C. Maintain 1. Measurement - Review and evaluate measurement
Controls system system capability as process capability
reanalysis improves, and ensure that measurement
2. Control plan capability is sufficient for its intended use.
(Evaluate)
- Develop a control plan to maintain the
improved process performance, enable
continuous improvement, and transfer
responsibility from the project team to the
process owner. (Apply)

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D. Sustain 1. Lessons - Document the lessons learned from all

Improvements learned phases of a project and identify how
2. improvements can be replicated and
Documentation applied to other processes in the
3. Training for organization. (Apply)
process owners - Develop or modify documents including
and staff standard operating procedures (SOPs),
4. Ongoing work instructions, and control plans to
evaluation ensure that the improvements are
sustained over time. (Apply)
- Develop and implement training plans to
ensure consistent execution of revised
process methods and standards to
maintain process improvements. (Apply)
- Identify and apply tools (e.g., control
charts, control plans) for ongoing
evaluation of the improved process,
including monitoring leading indicators,
lagging indicators, and additional
opportunities for improvement. (Apply)

IX. Design for Six Sigma (DFSS) Framework and Methodologies (7

Questions)

A. Common - Identify and describe DMADV (define,

DFSS measure, analyze, design, and validate)
Methodologies and DMADOV (define, measure, analyze,
design, optimize, and validate).
(Understand)
B. Design for - Describe design constraints, including
X (DFX) design for cost, design for
manufacturability (producibility), design
for test, and design for maintainability.
(Understand)
C. Robust - Describe the elements of robust product
Designs design, tolerance design, and statistical
tolerancing. (Understand)

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ASQ Certified Six Sigma Black Belt (CSSBB)

Certification Questions
ASQ Six Sigma Black Belt Sample Questions:

Que.:01. Typically, which of the following actions is NOT used to

reduce process cycle time?

Options:

a) Analyzing current processes

b) Reducing queue times

c) Setting scheduling priorities

d) Implementing activity-based costing

Que.:02. Which of the following terms is used to describe the risk of a

type I error in a hypothesis test?

Options:

a) Power

b) Confidence level

c) Level of significance

d) Beta risk

Que.:03. One characteristic of attributes data is that it is always

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Options:

a) continuous

b) discrete

c) expensive to collect

d) read from a scale of measurement

Que.:04. Which of the following is most important in evaluating and

understanding design intent?

Options:

a) Identifying the functional requirement

b) Brainstorming failure modes

c) Conducting computer simulations

d) Developing FMEA

Que.:05. The process of having a six sigma team develop a problem

statement helps the team to?

Options:

a) agree on key dates associated with completing major project phases

b) achieve consensus and ownership of the process

c) determine solutions

d) determine how often it should meet

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Que.:06. If a process follows an exponential distribution with a mean

of 25, what is the standard deviation for the process?

Options:

a) 0.4

b) 5.0

c) 12.5

d) 25.0

Que.:07. Which of the following best describes a controlled variable

whose influence on a response is being studied?

Options:

a) Replicate

b) Version

c) Level

d) Factor

Que.:08. A change agent is responsible for helping the organization

do which of the following?

Options:

a) Overcome fear of the unknown

b) Reorganize departments

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c) Determine performance criteria

d) Identify which group is responsible for failures

Que.:09. Which of the following will have the most influence on

consumers’ perception of quality?

Options:

a) Industry standards

b) Company financial performance

c) Audit results

d) Service and repair policies

Que.:10. Correction, over-production, inventory, and motion are all

examples of

Options:

a) waste

b) 5S target areas

c) Noise

d) value-added activities

Answers:

Question: 01 Answer: d
Question: 02 Answer: c
Question: 03 Answer: b
Question: 04 Answer: a

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Question: 05 Answer: b
Question: 06 Answer: d
Question: 07 Answer: d
Question: 08 Answer: a
Question: 09 Answer: d
Question: 10 Answer: a

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