美國(guó)質(zhì)量協(xié)會(huì)黑帶認(rèn)證考試大綱中英文版 (2).doc

CSSBB of ASQ(美國(guó)質(zhì)量協(xié)會(huì)黑帶認(rèn)證考試大綱中英文版）CSSBB ExamObjective目的 To provide recognized Six Sigma fundamental training and to prepare persons interested in taking the CSSBB examination.本書提供給認(rèn)可的六西格瑪?shù)娜说幕A(chǔ)培訓(xùn)或有興趣參加六西格瑪黑帶認(rèn)證考試的人們.Certification認(rèn)證 Certification is the independently verified prescribed level of knowledge as defined through a combination of experience, projects and examination.本認(rèn)證是通過(guò)綜合規(guī)定的經(jīng)驗(yàn)、項(xiàng)目和考試的知識(shí)水平進(jìn)行獨(dú)立的考核。The CSSBB Is a professional who can carry out in responsible manner proven techniques which make up the body of knowledge recognized by those who are experts in Six Sigma.被認(rèn)證的六西格瑪黑帶能夠以負(fù)責(zé)任的方式執(zhí)行被六西格瑪專家認(rèn)可而組成的知識(shí)主體的技術(shù)。Eligibility資格 CSSBB Participants must register with ASQ headquarters. Eligibility requires two completed projects with signed affidavits or one completed project with signed affidavit and three year work experience within the Six Sigma Body of Knowledge. No education waiver is given.參加認(rèn)證的六西格瑪黑帶必須經(jīng)過(guò)ASQ總部的注冊(cè)。所有參加認(rèn)證的人員必須做過(guò)兩個(gè)完整的項(xiàng)目并有相關(guān)的書面報(bào)告或者做過(guò)一個(gè)完整的項(xiàng)目并有相關(guān)的書面報(bào)告及三年六西格瑪工作經(jīng)驗(yàn)，沒(méi)有相關(guān)知識(shí)的人視為主動(dòng)放棄。Cost費(fèi)用 The national test fee is determined by ASQ and is detailed in the CSSBB brochure.全國(guó)性的考試費(fèi)用由ASQ決定并在CSSBB手冊(cè)里有詳細(xì)說(shuō)明。Location考場(chǎng)Proctors are provided by ASQ sections in your area. 監(jiān)考人員將由你所在區(qū)域的ASQ部門提供。Duration考試時(shí)間 The test lasts 4 hours and begins at an advised time (typically 8 or 9 A.M. The exam is open book and consists of multiple choice questions. Exams are given twice a year.本考試持續(xù)四個(gè)小時(shí)，一般情況是從上午8點(diǎn)或9點(diǎn)開(kāi)始?？荚囀情_(kāi)卷考試，由若干選擇題組成。每年組織兩次考試。Other DetailsCan be obtained by calling ASQ headquarters at 1-800-248-1946 or 1-800-952-6587. Ask for the certification department. They will send a CSSBB brochure free of charge. The web address for ASQ is 欲想了解更多其他細(xì)節(jié)請(qǐng)撥打ASQ總部電話1-800-248-1946 或者 1-800-952-6587咨詢相關(guān)負(fù)責(zé)認(rèn)證的部門。他們會(huì)免費(fèi)給你郵寄六西格瑪黑帶認(rèn)證的手冊(cè)。 或者你也可以登錄ASQ網(wǎng)站Bibliography Sources參考書目The CSSBB student should obtain the bibliography furnished by ASQ. Currently, that list is massive. The sources recommended by the authors include:ASQ可以為參加六西格瑪黑帶認(rèn)證的學(xué)員提供一些參考書籍。目前，這樣的書目很多，以下是作者建議給大家的一些資料：Breyfogle, F. (1998 Implementing Six Sigma: Smarter Solutions Using Statistical Methods. John Wiley & Sons.Pande, P.S., Newman, P.R., & Cavanaugh, R.R. (2000 The Six Sigma Way. New York: McGraw-Hill.Harry, Mikel, &Schroeder, R. (2000 Six Sigma: The Breakthrough Management Strategy Revolutionizing the Worlds Top Corporations. Doubleday.Scholtes, P. R., Joiner, B. L., & Streibel, B. J. (1996) The Team Handbook, 2nd ed. Oriel Inc.Brassard, M. (1989 Memory Jogger Plus+. Goal/QPC.Naumann, E., & Hoisington, S. (2001 Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results. ASQ Quality Press.Suh, Nam P. (1990) The Principles Of Design. Oxford Series on Advanced Manufacturing, Oxford University Press, ISBN 0195043456.Camp, R. (1989 Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. ASQ Quality Press.Grief, M. (1991 The Visual Factory: Building Participation Through Shared Information. Productivity PressDettmer, H. W. (1996 Goldratts Theory of Constraints: A Systems Approach to Continuous Improvement. ASQ Quality Press.Study學(xué)習(xí)The author recommends that this Primer be taught by a qualified CSSBB using classroom lecture, study assignments and a review of test questions. Training may vary from 36 hours to 48 hours. Additionally, the student should spend about 60 hours of individual study on the Primer, test questions and other bibliography sources. If the student studies unaided, a minimum of 90 hours of preparation is suggested.作者建議本書由有資格的培訓(xùn)機(jī)構(gòu)授課并復(fù)習(xí)測(cè)試習(xí)題。培訓(xùn)時(shí)間大概在36到48小時(shí)內(nèi)。另外學(xué)員還應(yīng)該花費(fèi)60個(gè)小時(shí)的獨(dú)立學(xué)習(xí)本書，測(cè)試習(xí)題及其他一些參考書籍。如果學(xué)員要獨(dú)立學(xué)習(xí)本書，建議最少花費(fèi)90個(gè)小時(shí)的時(shí)間。Exam Hints考試注意事項(xiàng)The CSSBB applicant should take into the exam:? Numerous #2 pencils? A calculator (with basic scientific functions)? The CSSBB Primer (without test questions)? Other recommended quality references? Scratch paper通過(guò)六西格瑪黑帶認(rèn)證考試申請(qǐng)的學(xué)員才可以參加本考試? 需要準(zhǔn)備一支2B鉛筆? 需要一個(gè)具有科學(xué)計(jì)算功能的計(jì)算器? 需要六西格瑪黑帶認(rèn)證考試的書籍（必須是沒(méi)有測(cè)試習(xí)題）? 其他質(zhì)量參考書目? 草稿紙Arrive early, get a good seat, organize your materials.提前到達(dá)考場(chǎng)，選擇一個(gè)好在座位，準(zhǔn)備好你的考試用品。Answer all multiple choice questions. Theres no penalty for wrong answers.做完所有的選擇題，答錯(cuò)的習(xí)題不會(huì)收到處罰。Use good time management. If there are 150 questions on the exam and 4 hours is allotted for exam, you must average 1.6 minutes per question.合理安排時(shí)間，如果4個(gè)小時(shí)內(nèi)要考150道題，你應(yīng)該平均1.6分鐘完成一道試題。Some tests begin with difficult questions, avoid panic. Save difficult questions until the end.一些試題一開(kāi)始會(huì)很難，不要恐慌。把它們保留到最后再做。Be familiar with the functions of the calculator you bring.熟悉你攜帶的計(jì)算器的功能的使用。Keep test question numbers and the answer sheet numbers aligned.確保試題的題號(hào)與答題卡上的題號(hào)一致.Bring any exam errata to your proctors attention.如果發(fā)現(xiàn)試題中出現(xiàn)任何錯(cuò)誤可以提問(wèn)監(jiān)考人員。Mentally note weakness categories in case you have to take the exam again. ASQ will report only flagrant areas.如果你還想繼續(xù)參加考試請(qǐng)多留意你比較生疏的知識(shí)部分。ASQ考題僅在有限的幾個(gè)區(qū)域公布。ASQ Certified Six Sigma Black Belt Body of Knowledge美國(guó)質(zhì)量協(xié)會(huì)黑帶認(rèn)證考試大綱. Enterprise- Wide Deployment (9 Questions) 在全企業(yè)的展開(kāi)(9道試題)A. Enterprise view組織的價(jià)值觀1. Value of six sigma六西格瑪價(jià)值觀Understand the organizational value of six sigma and its philosophy, goals, and definition. (Comprehension) 理解六西格瑪?shù)慕M織價(jià)值和它的理念、目標(biāo)和定義（理解）2. Business systems and processes業(yè)務(wù)系統(tǒng)和過(guò)程Understand and distinguish interrelationships between business systems and processes. (Comprehension) 理解和區(qū)分業(yè)務(wù)系統(tǒng)和過(guò)程之間的相互關(guān)系 （理解） 3. Process inputs, outputs, and feedback 過(guò)程輸入、輸出和反饋Describe how process inputs, outputs, and feedback of the system impact the enterprise system as a whole. (Comprehension)描述過(guò)程的輸入、輸出和反饋對(duì)整個(gè)組織系統(tǒng)的影響（理解）B. Leadership領(lǐng)導(dǎo)能力1. Enterprise leadership 組織領(lǐng)導(dǎo)能力 Understand leadership roles in the deployment of six sigma (e.g., resources, organizational structure (Comprehension)理解在六西格瑪推進(jìn)過(guò)程中領(lǐng)導(dǎo)的角色 (例如資源、組織架構(gòu)) （理解）2. Six sigma roles and responsibilities六西格瑪角色和責(zé)任Understand the roles/responsibilities of black belt, master black belt, green belt, champion, executive, process owners. (Comprehension) 理解黑帶、黑帶大師、綠帶、倡導(dǎo)者、執(zhí)行領(lǐng)導(dǎo)者和過(guò)程所有者等角色 （理解）C. Organizational goals and objectives組織的目標(biāo)Understanding key drivers for business; understand key metrics/scorecards 理解關(guān)鍵驅(qū)動(dòng)因素；理解關(guān)鍵度量指標(biāo)/平衡計(jì)分卡（理解）1. Linking projects to organizations goal 把項(xiàng)目與組織目標(biāo)相聯(lián)系Describe the project selection process including knowing when to use six sigma improvement methodology (DMAIC) as opposed to other problem solving tools, and confirm link back to organizational goals. (Comprehension)描述項(xiàng)目選擇過(guò)程，包括知道何時(shí)使用六西格瑪改進(jìn)方法（DMAIC）,而不是使用其他的解決問(wèn)題的工具，并且確保項(xiàng)目與組織目標(biāo)相聯(lián)系。（理解）2. Risk analysis風(fēng)險(xiǎn)分析Describe the purpose and benefit of strategic risk analysis (e.g., strengths, weaknesses, opportunities, threats (SWOT), scenario planning), including the risk of optimizing elements in a projects or process resulting in sub optimizing the whole. (Comprehension)描述戰(zhàn)略風(fēng)險(xiǎn)分析的目的和益處，如SWOT、情景策劃，包括在一個(gè)項(xiàng)目或過(guò)程中優(yōu)化的要素可能導(dǎo)致對(duì)整個(gè)系統(tǒng)產(chǎn)生不利影響。（理解）3. Closed-loop assessment/knowledge management閉環(huán)評(píng)價(jià)和知識(shí)管理Document the objectives achieved and manage the lessons learned to identify additional opportunities. (Comprehension) 對(duì)達(dá)到目標(biāo)的項(xiàng)目進(jìn)行文件化，將獲得的經(jīng)驗(yàn)和教訓(xùn)進(jìn)行管理，以便識(shí)別額外的機(jī)會(huì)（理解）D. History of organizational improvement/foundations of six sigma六西格瑪與質(zhì)量管理發(fā)展史Understand origin of continuous improvement tools used in six sigma (e.g., Deming, Juran, Shewhart, Ishikawa, Taguchi (Comprehension)了解六西格瑪中使用的持續(xù)改進(jìn)工具的起源（如戴明、朱蘭、休哈特、石川馨、田口等）. Business Process Management (9 Questions)過(guò)程管理（9道試題）A. Process vs. functional view過(guò)程與職能的視角1. Process elements過(guò)程要素Understand process components and boundaries. (Analysis)理解過(guò)程的組成部分和界限。（分析）2. Owners and stakeholders所有者和相關(guān)方Identify process owners, internal and external customers, and other stakeholders. (Analysis)識(shí)別過(guò)程所有者，內(nèi)部和外部顧客及其他相關(guān)方。（分析）3. Project management and benefits項(xiàng)目管理和益處Understand the difference between managing projects and maximizing their benefits to the business. (Analysis)理解管理項(xiàng)目與使項(xiàng)目給經(jīng)營(yíng)帶來(lái)最大利益之間的區(qū)別。（分析）4. Project measures項(xiàng)目測(cè)量Establish key performance metrics and appropriate project documentation. (Analysis)建立關(guān)鍵績(jī)效度量指標(biāo)和適宜的項(xiàng)目文檔。（分析）B. Voice of the customer顧客的聲音1. Identify customer 識(shí)別顧客Segment customers as applicable to a particular project; list specific customers impacted by project within each segment; show how a project impacts internal and external customers; recognize the financial impact of customer loyalty. (Analysis)細(xì)分顧客使之適合于每一個(gè)特定的項(xiàng)目；列出每一細(xì)分的顧客中受項(xiàng)目影響的顧客；展示一個(gè)項(xiàng)目如何影響內(nèi)部和外部顧客；認(rèn)識(shí)到顧客忠誠(chéng)度對(duì)組織財(cái)務(wù)績(jī)效的影響。（分析）2. Collect customer data收集顧客數(shù)據(jù)Use various methods to collect customer feedback (surveys, focus groups, interviews, observation, etc.) and understand the strengths and weaknesses of each approach; recognize the key elements that make surveys, interviews, and other feedback tools effective; review questions for integrity (bias, vagueness, etc. (Application)運(yùn)用多種方法收集顧客的反饋（調(diào)查、焦點(diǎn)小組、訪問(wèn)、觀察等）并且理解每一種方法的優(yōu)劣勢(shì)；知曉使調(diào)查、訪問(wèn)和其他反饋工具有效的關(guān)鍵因素；審查問(wèn)題清單以確保完整性（避免偏差、模糊不清等）。（應(yīng)用）3. Analyze customer data分析顧客數(shù)據(jù)Use graphical, statistical, and qualitative tools to understand customer feedback. (Analysis)使用圖表的、統(tǒng)計(jì)的和定性的工具來(lái)理解顧客反饋。（分析）4. Determine critical customer requirements辨別關(guān)鍵顧客的需求Translate customer feedback into strategic project focus areas using quality function deployment (QFD) or similar tools, and establish key project metrics that relate to the voice of the customer and yield process insights. (Analysis)Note: The Analysis of QFD matrices is covered in section X.A.使用質(zhì)量功能展開(kāi)（QFD）或類似的工具把顧客反饋轉(zhuǎn)變成戰(zhàn)略項(xiàng)目關(guān)注領(lǐng)域，建立反映顧客聲音的和可見(jiàn)的過(guò)程產(chǎn)出的關(guān)鍵項(xiàng)目度量指標(biāo)。（分析）注:X.A將提到質(zhì)量功能展開(kāi)（QFD）的分析方法C. Business results經(jīng)營(yíng)結(jié)果1. Process performance metrics過(guò)程績(jī)效度量指標(biāo)Calculate DPU, RTY, and DPMO sigma levels; understand how metrics propagate upward and allocate downward; compare and contrast capability , complexity, and control; manage the use of sigma performance measures (e.g., PPM, DPMO, DPU, RTY, COPQ) to drive enterprise decisions. (Analysis)計(jì)算DPU、RTY、DPMO西格瑪水平；理解度量尺度是如何向上和向下傳遞的；比較和對(duì)比能力，復(fù)雜性和控制；管理驅(qū)動(dòng)企業(yè)決策的西格瑪績(jī)效度量的使用。（如PPM、DPMO、DPU、RTY、 COPQ等）（分析）2. Benchmarking水平對(duì)比Understand the importance of benchmarking. (Knowledge)理解水平對(duì)比的重要性。（了解）3. Financial benefits財(cái)務(wù)收益Understand and present financial measures and other benefits (soft and hard) of a project; understand and use basic financial models (e.g., NPV, ROI); describe, apply, evaluate, and interpret cost of quality concepts, including quality cost categories, data collection, reporting, etc. (Application)理解并展示一個(gè)項(xiàng)目的財(cái)務(wù)度量和其他收益（軟的和硬的）；理解并使用基本財(cái)務(wù)模型（如NPV、ROI）；描述、應(yīng)用、評(píng)估和解釋質(zhì)量成本的概念，包括質(zhì)量成本分類、數(shù)據(jù)采集和報(bào)告表等。（應(yīng)用）. Project Management (15 Questions) 項(xiàng)目管理（15道試題）A. Project charter and plan 項(xiàng)目特許任務(wù)書和計(jì)劃1. Charter/plan elements特許任務(wù)書/計(jì)劃要素Compare, select, and explain elements of a projects charter and plan. (Analysis)比較、選擇和解釋一個(gè)項(xiàng)目特許任務(wù)書和計(jì)劃的要素。（分析）2. Planning tools策劃工具Plan the project using tools such as Gantt chart, PERT chart, planning trees, etc. (Application)使用甘特圖、PERT圖、策劃樹(shù)等工具策劃項(xiàng)目。（應(yīng)用）3. Project documentation項(xiàng)目文件化Create data-driven and fact-driven project documentation using spreadsheets, storyboards, phased reviews, management reviews, presentations to executive team, etc. (Synthesis)使用電子表格、分層卡、階段性審查、管理審查和給管理層做講解等方法創(chuàng)建用數(shù)據(jù)和事實(shí)驅(qū)動(dòng)的項(xiàng)目文檔。（綜合）4. Charter negotiation特許任務(wù)書商議Create and negotiate the charter, including objectives, scope, boundaries, resources, project transition, and project closure. (Analysis)創(chuàng)建和商議任務(wù)書內(nèi)容，包括項(xiàng)目目標(biāo)、范圍、邊界、資源、項(xiàng)目過(guò)渡和項(xiàng)目關(guān)閉。（分析）B. Team leadership團(tuán)隊(duì)領(lǐng)導(dǎo)1. Initiating teams創(chuàng)建團(tuán)隊(duì)Know the elements of launching a team and why they are important: clear purpose, goals, commitment, ground rules, roles and responsibilities of team members, schedules, support from management, and team empowerment. (Application)知道創(chuàng)建團(tuán)隊(duì)的要素和為什么它們是重要的；清晰的目的、目標(biāo)、承諾、基本原則、團(tuán)隊(duì)成員的角色和責(zé)任、時(shí)間表和來(lái)自管理層的支持和團(tuán)隊(duì)授權(quán)。（應(yīng)用）2. Selecting team members選擇團(tuán)隊(duì)成員Select team members who have appropriate skill sets (e.g., self-facilitation, technical/subject-matter expertise), and create teams with appropriate numbers of members and representation. (Application)選擇具有合適技能的團(tuán)隊(duì)成員（如自主型的、技術(shù)/專家），創(chuàng)建擁有合適的成員數(shù)和代表性的團(tuán)隊(duì)。（應(yīng)用）3. Team stages團(tuán)隊(duì)發(fā)展階段Facilitate the stages of team evolution, including forming, storming, norming, performing, adjourning, and recognition. (Application)為團(tuán)隊(duì)發(fā)展的不同階段提供指導(dǎo)，包括組建期、激蕩期、規(guī)范期、產(chǎn)出期、休會(huì)期以及認(rèn)可期。（應(yīng)用）C. Team dynamics and performance團(tuán)隊(duì)動(dòng)力和績(jī)效1. Team-building techniques建立團(tuán)隊(duì)的技巧Recognize and apply the basic steps in team building: goals, roles and responsibilities, introductions, and both stated and hidden agendas. (Synthesis)理解和應(yīng)用組建團(tuán)隊(duì)的基本步驟：目標(biāo)、角色和責(zé)任，相互介紹及明示或隱含的議程。（綜合）2. Team facilitation techniques指導(dǎo)團(tuán)隊(duì)的技巧Apply coaching mentoring, and facilitation techniques to guide a team and overcome problems such as overbearing, dominant, or reluctant participants, the unquestioned acceptance of opinions as facts, groupthink, feuding, floundering, the rush to accomplishment, attribution, discounts and plops, digressions and tangents, etc. (Application) 應(yīng)用訓(xùn)練、咨詢和指導(dǎo)技巧引領(lǐng)團(tuán)隊(duì)，并糾正問(wèn)題，如壓服、支配、勉強(qiáng)隊(duì)員、將觀點(diǎn)作為事實(shí)不假思索地接受、團(tuán)體思想、內(nèi)部不和、猶豫不決、急于求成、歸屬、折扣和突發(fā)事件、離題等。（應(yīng)用）3. Team performance evaluation 團(tuán)隊(duì)績(jī)效評(píng)估Measure team progress in relation to goals, objectives, and metrics that support team success. (Analysis) 根據(jù)團(tuán)隊(duì)目標(biāo)和團(tuán)隊(duì)成功的測(cè)評(píng)指標(biāo)度量團(tuán)隊(duì)的進(jìn)展。（分析）4. Team tools團(tuán)隊(duì)工具Define, select, and apply team tools such as nominal group technique, force field analysis, multivoting, conversion/diversion. (Application) 定義、選擇和應(yīng)用團(tuán)隊(duì)工具，如名義小組技術(shù)、力場(chǎng)分析、復(fù)合投票以及變化與轉(zhuǎn)變等。（應(yīng)用）D. Change agent 促進(jìn)變革1. Managing change管理變革Understand and apply techniques for facilitating or managing organizational change through change agent methodologies. (Application) 理解和應(yīng)用指導(dǎo)和管理組織變革的方法。（應(yīng)用）2. Organizational roadblocks組織的障礙Understand the inherent structures of an organization (e.g., its cultures and constructs) that present basic barriers to improvement; select and apply techniques to overcome them. (Application) 理解組織中影響改進(jìn)的基本障礙的固有的結(jié)構(gòu)（如文化和組織）；選擇和應(yīng)用技巧來(lái)克服它們。（應(yīng)用）3. Negotiation and conflict resolution techniques談判和解決沖突的技巧Define, select, and apply tools such as consensus techniques, brainstorming, effort/impact, multivoting, interest-based bargaining to help conflicting parties (e.g., departments, groups, leaders, staff) recognize common goals and how to work together to achieve them. (Application)定義、選擇和應(yīng)用工具，如一致決策技術(shù)、頭腦風(fēng)暴法、努力/影響、復(fù)合投票、以興趣為基礎(chǔ)的洽談等來(lái)幫助沖突各方(如部門、小組、領(lǐng)導(dǎo)者、員工)認(rèn)識(shí)到大家共同的目標(biāo)和如何一同努力實(shí)現(xiàn)目標(biāo)。（應(yīng)用）4. Motivation techniques激勵(lì)技巧Define, select, and apply techniques that support and sustain team member participation and commitment. (Application) 定義、選擇和應(yīng)用支持和保持團(tuán)隊(duì)成員積極參與和承諾工作的技巧。（應(yīng)用）5. Communication溝通Use effective and appropriate communication techniques for different situations to overcome organizational barriers to success. (Application) 在不同情況下，使用有效的和適宜的溝通技巧以克服組織的障礙，達(dá)到成功。（應(yīng)用）E. Management and Planning Tools管理和策劃工具Define, select, and use 1) affinity diagrams, 2) interrelationship digraphs, 3) tree diagrams, 4) prioritization matrices, 5) matrix diagrams, 6) process decision program charts (PDPC), and 7) activity network diagrams. (Application) 定義、選擇和使用1) 親和圖；2)關(guān)聯(lián)圖；3)樹(shù)圖；4)優(yōu)先矩陣圖； 5) 矩陣圖； 6)過(guò)程決策程序圖(PDPC)； 7) 網(wǎng)絡(luò)圖。（應(yīng)用）. Six sigma Improvement Methodology and Tools Define (9 Questions)六西格瑪改進(jìn)方法和工具界定（9道試題）A. Project scope 項(xiàng)目界定Determine project definition/scope using Pareto charts, top-level process (macro) maps, etc. (Synthesis) 用排列圖、概要流程圖(宏觀)等方法確定項(xiàng)目定義/范圍。（綜合）B. Metrics 度量指標(biāo)Establish primary and consequential metrics (quality, cycle time, cost (Analysis) 建立最初的和后續(xù)的度量指標(biāo)（如質(zhì)量、周期、成本）。（分析）C. Problem statement問(wèn)題陳述Develop problem statement, including baseline and improvement goals. (Synthesis) 編寫對(duì)問(wèn)題的陳述，包括基線和改進(jìn)目標(biāo)。（綜合）. Six Sigma Improvement Methodology and Tools Measure (30 Questions) 六西格瑪改進(jìn)方法和工具測(cè)量（30道試題）A. Process analysis and documentation過(guò)程分析和文檔1. Tools工具Develop and review process maps, written procedures, work instructions, flowcharts, etc. (Analysis) 編制和審查流程圖、書面程序、工作指南等。（分析）2. Process inputs and outputs 過(guò)程輸入和輸出Identify process input variables and process output variables, and document their relationships through cause and effect diagrams, relational matrices, etc. (Evaluation)識(shí)別過(guò)程輸入變量和輸出變量，通過(guò)因果圖、關(guān)系矩陣記錄它們之間的關(guān)系。（評(píng)估）B. Probability and statistic 概率和統(tǒng)計(jì)學(xué)1. Drawing valid statistical conclusions 歸納出有效的統(tǒng)計(jì)結(jié)論Distinguish between enumerative (descriptive) and analytical (inferential) studies, and distinguish between a population parameter and a sample statistic. (Evaluation) 區(qū)分量化（描述性的）和分析（推斷性的）研究的區(qū)別；區(qū)分總體參數(shù)和樣本統(tǒng)計(jì)量的區(qū)別。（評(píng)估）2. Central limit theorem and sampling distribution of the mean 中心極限定理及樣本均值分布Define the central limit theorem and understand its significance in the application of inferential statistics for confidence intervals, control charts, etc. (Application) 定義中心極限定理，并且理解其在置信區(qū)間、控制圖等統(tǒng)計(jì)推斷應(yīng)用中的意義。（應(yīng)用）3. Basic probability concepts 基本概率概念Describe and apply concepts such as independence, mutually exclusive, multiplication rules, complementary probability, joint occurrence of events, etc. (Application) 描述和應(yīng)用一些基本概念，如獨(dú)立性、不相容、乘法法則、條件概率、聯(lián)合偶然事件等C. Collecting and summarizing data收集和歸納數(shù)據(jù)1. Types of data數(shù)據(jù)類型Identify, define, classify, and compare continuous (variables) and discrete (attributes) data, and recognize opportunities to convert attributes data to variables measures. (Evaluation) 識(shí)別、定義、分類并比較連續(xù)的（計(jì)量數(shù)據(jù)）和離散的數(shù)據(jù)（計(jì)數(shù)數(shù)據(jù)），并且識(shí)別把計(jì)數(shù)數(shù)據(jù)轉(zhuǎn)變?yōu)橛?jì)量數(shù)據(jù)度量的機(jī)會(huì)。(評(píng)估)2. Measurement scales 測(cè)量尺度Define and apply nominal, ordinal, interval, and ratio measurement scales. (Application) 定義和應(yīng)用名義上的、順序上的、間隔的和比率測(cè)量尺度。（應(yīng)用）