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CERTIFIED MASTER BLACK BELT (MBB)
BODY OF KNOWLEDGE MAP 2018
The Certified Master Black Belt (MBB) Body of Knowledge (BOK) has been updated to ensure that the most current state of practice is being
tested in the examination. If you would like more information on how a BOK is updated, see a description of the process on
http://asq.org/cert/faq/create-body-of-knowledge.
Part of the updating process is to conduct a content analysis to determine whether the topics in the 2010 BOK are still relevant to the job role of
Master Black Belt and to identify any new topics that have emerged since that BOK was developed. The results of the MBB content analysis
showed that nearly all of the topics that were in the 2010 BOK are still relevant to the job roles of MBB in 2018.
The 2018 Certified Master Black Belt Body of Knowledge (MBB BOK) will be introduced at the July 6, 2018, administration. Both
BOKs will be available online until August 1, 2018, at which time the 2010 BOK will be removed.
General comments about ASQ Body of Knowledge updates
When the Body of Knowledge (BOK) is updated for an ASQ exam, the majority of the material covered in the BOK remains the same. There are
very few programs that change significantly over a 5-7 year period. One of the points that we make to all of the exam development committees is
that ASQ Certification Exams need to reflect “the state of practice” not “the state of the art” – this helps to keep the programs grounded in what
people currently do, rather than being driven by the latest hot-topic improvement idea or trend. Typically, the biggest change in any updated BOK is
in how the content is organized. When a new BOK is announced and posted on the ASQ website, we also include a “BOK Map” that highlights the
changes between the two bodies of knowledge: old and new. The BOK map also clearly identifies any new content that has been added to the exam,
as well as any content that has been removed from the exam.
With regard to exam preparation materials, you should be able to use any of the reference books that are currently listed on the bibliography for
the exam program. These are the source materials that the exam development committees use to write questions and verify answers.
Specific comments about the 2018 MBB Body of Knowledge updates
There were minimal changes made to the content when updating the MBB BOK. One noted change that is present throughout the 2018 BOK is
the replacement of the wording ‘Six Sigma’ with ‘Improvement’, additionally sections on DFSS, Destructive measurement systems, and Data
management and analytics were added.
Table 1 starting on Page 2 presents the 2018 MBB BOK, maps the topics to the 2010 BOK, and details the modifications that have been made.
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Table 1. 2018 MBB BOK mapped to the 2010 MBB BOK
2010
BOK
2018 BOK Details
New Elements in
2018 BOK
I. Enterprise-wide Planning (20 questions)
Renamed section
and decrease in
questions by 5
1.A
A. Strategic plan development
Describe and use strategic planning tools and methods such as Hoshin Kanri, X Matrix, SWOT,
PEST, PESTLE, Ansoff Matrix, Porter’s Five Forces, TQM, Business Process Reengineering,
Balanced Scorecard, and business excellence models (Baldridge, EFQM, ISO, Shingo) and their
utilization in developing enterprise planning. (Apply)
Expanded list of
tools in subtext.
1.B
B. Strategic plan alignment
1. Strategic deployment goals
Describe how to develop strategic deployment goals. (Apply)
2. Project alignment with strategic plan
Describe how to align projects to the organizational strategic plan. (Analyze)
3. Project alignment with business objectives
Describe how to align projects with business objectives. (Analyze)
Increased
cognitive levels
of B2 and B3
from Apply to
Analyze.
1.C
C. Infrastructure elements of improvement systems
Describe how to apply the following key infrastructure elements. (Apply)
1. Governance (quality councils or process leadership teams)
2. Assessment (organizational readiness and maturity models)
3. Resource planning (identify candidates and costs/benefits)
4. Resource development (train and coach)
5. Execution (deliver on project results)
6. Measure and improve the system (drive improvement into the systems, multiphase
planning)
Renamed section
1.D
D. Improvement methodologies
Demonstrate an advanced understanding of the following methodologies, including their
associated tools and techniques. (Apply)
1. Six Sigma (DMAIC)
2. Design for Six Sigma (DMADV)
3. Lean (PDCA, Kaizen)
4. Theory of Constraints
5. Business systems and process management
6. Other problem solving methods (8 disciplines, root cause analysis)
Renamed section,
revised and
expanded list of
methodologies.
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1.E
E. Opportunities for improvement
1. Project identification
Facilitate working sessions to identify new project opportunities that can be prioritized.
(Apply)
2. Project qualification
Determine the elements of a well-defined project (e.g., business case, charter), the process
for approving these projects, and tools used in project definition (process maps, value
stream maps, QFD, FMEA, Critical-To-x (CTx where x can be customer, design, cost, and
quality). (Apply)
3. Stakeholder management
Describe how to identify, engage and strategically align stakeholders. (Analyze)
4. Intervention techniques
Describe techniques for intervening across levels to prevent potential project failures.
(Apply)
5. Creativity and innovation tools
Use creativity and innovation tools to develop concept alternatives (divergent thinking).
(Apply)
Renamed section
and cognitive
level of 1.E.3
changed from
Apply to
Analyze.
1.F
F. Pipeline management
1. Pipeline creation
Create, manage, and prioritize a pipeline of potential projects for consideration. (Create)
2. Pipeline lifecycle management
Create a selection process that provides a portfolio of active improvement opportunities
that are clearly aligned and prioritized to meet/exceed strategic goals. Monitor, re-evaluate,
consolidate, and retire pipelines as needed. (Create)
3. Regulatory impact on pipeline
Assess the impact of regulatory statutes on prioritization/management of pipeline of
potential projects. (Understand)
4. Pipeline risk management
Use risk management and analysis tools to analyze organizational elements, to appraise
portfolios and critical projects, and to identify potential problem areas. (Evaluate)
Renamed section
heading, re-
ordered and
renamed sub-
topics and added
F3.
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2010
BOK
2018 BOK Details
II. Organizational Competencies for Deployment (20 questions)
Increase in
questions by 5
1.G.1
1.G.2
A. Organizational design
1. Systems thinking
Apply systems thinking to anticipate the effect that components of a system can have on
other subsystems and adjacent systems including emergent properties. Analyze the impact
of actions taken in one area of the organization and how those actions can affect other areas
or the customer, and use appropriate tools to prevent unintended consequences. (Analyze)
2. Organizational culture and maturity
Describe the implications organizational culture and maturity levels can have on
improvement program implementation, including potential barriers. (Analyze)
Increased
cognitive level of
1.G.2 from
Understand to
Analyze.
2.C
B. Executive and team leadership roles
1. Executive leadership roles
Describe the roles and responsibilities of executive leaders in the deployment of
improvement programs in terms of providing resources, managing change, and
communicating ideas. (Analyze)
2. Leadership for deployment
Create action plans to support optimal functioning of master black belts, black belts, green
belts, champions, and other participants in the deployment effort. Design, coordinate, and
participate in deployment activities, and ensure that project leaders and teams have the
required knowledge, skills, abilities, and attitudes to support the organization’s
improvement program. (Create)
Moved from 2.C
2.B
C. Organizational challenges
1. Organizational dynamics
Use knowledge of human and organizational dynamics to enhance project success and align
cultural objectives with organizational objectives. (Apply)
2. Intervention styles
Use appropriate intervention, communications, and influence styles, and adapt those styles
to specific situations (i.e., situational leadership). (Apply)
3. Interdepartmental conflicts
Address and resolve potential situations that could cause the program or a project to under-
perform. (Apply)
Renamed section
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1.H.
1.G.3
D. Organizational change management
1. Change management models
Describe different change management models (Kotter’s 8-Step, ADKAR, Competing
Values Framework). (Apply)
2. Techniques to gain commitment
Describe how to gain commitment from the organization’s leadership for the improvement
effort. (Understand)
3. Techniques to overcome organizational barriers
Describe various techniques to overcome barriers to successful organizational deployment.
(Apply)
4. Necessary organizational structure for deployment
Develop the inherent organizational structure needed for successful deployment. (Apply)
5. Communications with management
Describe elements of effective communications with management regarding organizational
benefits, failures, and lessons learned. (Apply)
6. Organizational culture change techniques
Assess culture of the organization and its ability to problem-solve and improve. Describe
techniques for changing an organizational culture, such as rewards and recognition, team
competitiveness, communications of program successes, and appropriate cascading of goals
throughout the organization. (Apply)
Renamed section,
renamed sub-
topic D.1.,
combined 1.H
and 1.G.3
2.A
E. Organizational feedback
1. Voice of the customer and voice of the process
Assess the appropriate collection of Voice of the Customer and Voice of the Process data,
both internal and external. (Evaluate)
2. Capturing and assessing feedback
Develop a customer-focused strategy for capturing and assessing customer feedback on a
regular basis. (Evaluate)
Renamed section
and broke subtext
into two sub-
topics.
1.I
F. Organizational performance metrics
1. Financial measures
Define and use financial measures, including revenue growth, market share, margin, cost of
quality (COQ), net present value (NPV), return on investment (ROI), cost-benefit analysis,
activity-based cost analysis, direct costs, indirect costs and opportunity cost, project cash
flow, and breakeven time performance. (Analyze)
2. Business performance measures
Renamed section
and consolidated
subtext from 4
sub-topics into 2,
removed
Sarbanes-Oxley
Act.
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Describe various business performance measures, including Balanced Scorecard, key
performance indicators (KPIs), and the financial impact of customer loyalty, and describe
how they are used for project selection, deployment, and management. (Analyze)
2010
BOK
2018 BOK Details
III. Project Portfolio Management (15 questions)
Renamed section
3.B
A. Project management principles and lifecycle
1. Project management principles
Oversee critical projects and evaluate them in terms of their scope, goals, time, cost,
quality, human resources requirements, communications needs, and risks. (Evaluate)
2. Project management lifecycle elements
Apply phases of project management lifecycle (Initiation, Planning, Execution, Control and
Closure). (Analyze)
3.B.2 new
content
3.A
3.B
3.CBOK
B. Project portfolio infrastructure and management
1. Governance methods and tools
Develop governance documents, tracking tools, and other methodologies that will support
project success. (Create)
2. Cross-functional project assessment
Appraise interrelated projects for scope overlap and refinement, and identify opportunities
for leveraging concomitant projects. Identify and participate in the implementation of
multi-disciplinary redesign and improvement projects. (Evaluate)
3. Executive and mid-level management engagement
Formulate the positioning of multiple projects in terms of providing strategic advice to top
management and affected mid-level managers. (Create)
4. Prioritization
Prioritize projects in terms of their criticality to the organization. (Evaluate)
5. Performance measurement
Design, support, and review the development of an overall measurement methodology to
record the progress and ongoing status of projects and their overall impact on the
organization. (Evaluate)
6. Monitoring
Apply appropriate monitoring and control methodologies to ensure that consistent methods
are used in tracking tasks and milestones. (Analyze)
Renamed section
and combined
3.A, B and C,
revised subtext,
sub-topic names,
and cognitive
levels. 3.B.2
Analyze to
Evaluate, 3.B.4
Apply to
Evaluate, 3.B.6
Apply to
Analyze, 3.B.9
Apply to
Analyze.
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7. Status communication
Develop and maintain communication techniques that will keep critical stakeholders and
communities apprised of project status, results, and accountability. (Create)
8. Supply/Demand management
Generate accurate project supply/demand projections, associated resource requirements
analysis, and mitigate any issues. (Create)
9. Corrective action
Facilitate corrective actions and responses to customers about the corrective action and its
impact. (Analyze)
3.D
C. Project portfolio financial tools
1. Budgets and forecasts
Assess and explain budget implications, forecasting, measurement, monitoring, risk
analysis, and prioritization for portfolio level projects. (Evaluate)
2. Costing concepts
Define the concepts of hard and soft dollars and use cost of poor quality, activity-based
costing, and other methods to assess and prioritize portfolios. (Apply)
Renamed section
2010
BOK
2018 BOK Details
IV. Training Design and Delivery (10 questions)
4.A
A. Training needs analysis
Assess the current level of knowledge and skills in each target group in relation to the skills and
abilities that are needed. Conduct a gap analysis to determine the training needs for each target
group. (Evaluate)
4.B
B. Training plan elements
Design training plans to close the knowledge and skills gaps. Refine the plans based on the
number of people needing to be trained in a particular technique or skill, and whether multi-
disciplinary or multi-level competency training is appropriate. (Create)
Renamed section
4.C
C. Training materials and curriculum development
1. Training material sources
Determine whether to outsource the training or develop in house, including considerations
such as cost, availability of internal subject matter experts, and timing. (Analyze)
2. Adult learning theory
Develop or select training methods and resources that adhere to adult learning theories.
(Analyze)
3. Integration
Added 4.C.1
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Ensure that the training harmonizes and leverages other tools and approaches being used
and that it is aligned with the organization’s strategic objectives and culture. (Evaluate)
4. Training delivery
Monitor and measure training to ensure that it is delivered effectively and efficiently by
qualified individuals. (Apply)
4.D
D. Training program effectiveness
Develop an evaluation plan to assess, verify, and improve the acquisition of required
knowledge and skills within schedule, budget, and other constraints. (Create)
Renamed and
expanded subtext.
2010
BOK
2018 BOK Details
V. Coaching and Mentoring Responsibilities (10 questions)
Revised section
name
5.A
A. Executives and champions
1. Scoping and resourcing
Collaborate with executives and champions on scoping projects and selecting individuals
and assignments for various projects. (Evaluate)
2. Executive reviews
Collaborate with executives and champions on reviewing projects, including timing,
questions to ask, and setting expectations for project timing and completion. (Create)
3. Leadership and communication
Coach executives and champions on the need for constancy of purpose and message, and
the importance of using clear communication techniques and consistent messages.
(Evaluate)
4. Feedback
Use constructive techniques to provide feedback to champions and executives. (Evaluate)
Renamed sub-
section 5.A as
well as 5.A.1, 2
and 3. Re-ordered
5.A.1 and 5.A.2.
Revised cognitive
level of
5.A.1from Create
to Evaluate, and
5.A.2 from
Evaluate to
Create.
5.B
5.C
B. Teams and individuals
1. Belt coaching and mentoring
Develop a career progression ladder for belts. Assess their progress and provide
constructive feedback to enable them to work effectively on team projects. Use coaching,
mentoring, and intervention skills as needed, including canceling or reassigning projects if
necessary. (Create)
2. Project reviews
Create guidelines and expectations for project reviews, and perform them in a timely
manner. Assist project leaders in selecting appropriate content for presentation to
management. (Create)
3. Team facilitation and meeting management
Renamed sub-
topic 5.B as well
as 5.B.1 and 2.
Added section
5.C. Revised
cognitive level of
5.B.1 and 5.B.4
from Evaluate to
Create.
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Practice and teach meeting control, analyze team performance at various stages of team
development, and support appropriate interventions for overcoming team challenges,
including floundering, reviewing and diagnosing failing projects. (Create)
4. Non-belt coaching and mentoring
Develop information that will help non-belt project participants to advance their
understanding of improvement initiatives and develop the necessary skills and knowledge
to become effective belts. (Evaluate)
2010
BOK
2018 BOK Details
VI. Advanced Data Management and Analytic Methods (25 questions)
Revised section
name
6.A
6.D
A. Measurement systems analysis (MSA), process capability and control
1. Propagation of errors
Use propagation of errors to evaluate measurement systems based on calculated values
from multiple inputs. (Evaluate)
2. Attribute (discrete) measurement systems
Use appropriate tools and methods (e.g., percent agreement, Kappa, Kendall, intra-class
correlation coefficient) to analyze and interpret discrete measurement systems. (Evaluate)
3. Variables (continuous) measurement systems
Use appropriate tools and methods (e.g.,
RX
,
sX
, individual and moving range) based
on control samples to analyze and interpret continuous measurement systems. (Evaluate)
4. Destructive measurement systems
Use appropriate tools and methods to assess a destructive measurement system. (Analyze)
5. Process capability for non-normal data
Calculate capability using Weibull and other methods for non-normal data. (Apply)
6. Automated process control (APC) and statistical process control (SPC)
Recognize when to use APC instead of or in conjunction with SPC. (Understand)
Revised section
name and added
new content
section 6.A.4.,
and moved 6.D to
this section.
6.B
B. Measuring and modeling relationships between variables
1. Autocorrelation and forecasting
Identify autocorrelation, including time-series modeling (e.g., ARIMA) and forecasting.
(Analyze)
2. Multiple regression analysis
Apply and interpret multiple regression analysis, including using variance inflation factors
(VIFs) to identify collinearity issues. (Analyze)
3. Logistic regression analysis
Revised cognitive
level of 6.B.1
from Understand
to Analyze, 6.B.2
from Apply to
Analyze, and
6.B.3 from Apply
to Analyze.
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Apply and interpret logistic regression analysis, including binary, ordinal, and nominal data
considerations. (Analyze)
4. Model fitting for non-linear models
Apply and interpret fits of models that are non-linear in the parameters. (Apply)
5. General linear models (GLM)
Apply and interpret GLMs such as ANOVA results (crossed, nested, and mixed models),
simple linear regression, multiple regression, ANCOVA (analysis of covariance) and
continuous MSA. (Apply)
6. Components of variation
Select, calculate, and interpret components of variation and nested design studies.
(Evaluate)
7. Simulation
Apply simulation tools such as Monte Carlo, dynamic process simulation, and queuing
theory. (Apply)
8. Linear programming
Understand how linear programming principles, such as critical path analysis, can be used
in modeling diverse types of problems (e.g., planning, routing, scheduling, assignment,
design) to optimize system performance. (Understand)
9. Reliability modeling
Use reliability modeling and tools to enhance reliability of a product or process. (Apply)
10. Qualitative analysis
Use appropriate qualitative analysis tools (affinity diagrams, force field analysis) and
analyze the results. (Analyze)
6.C
C. Design of Experiments (DOE)
1. Factor relationship diagram
Apply and interpret factor relationship diagrams. (Apply)
2. Complex blocking structures
Recognize other designs for handling more complex blocking structures, including Latin
Squares and balanced incomplete block designs (BIBD). (Understand)
3. DOE approaches
Recognize when to apply approaches such as screening designs (including Definitive
Screening Designs), response surface methodology (RSM), mixture experiments,
evolutionary operations (EVOP), split-plot designs, Taguchi designs and computer-
generated designs (e.g. D-optimal designs). (Understand)
Revised name of
section 6.C.1,
added Latin
Squares. Revised
name of section
6.C.3.
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New
Section
D. Data management and analytics
1. Enterprise data management
Recognize and understand data management elements such as data governance, data
architecture, data lifecycle management, data quality (accuracy, timeliness, consistency,
completeness, uniqueness, validity, conformity, precision), meta data, master data, data
privacy and data security. (Understand)
2. Data analytics
Recognize when to apply predictive analytic approaches such as decision trees (including
random forest, boosted forest), neural networks, partial least squares, text analytics, image
recognition and pattern recognition (structured and unstructured data). (Understand)
New section
1.D
E. DFSS (Design for Six Sigma)
DFSS tools
Recognize and understand tools such as QFD, TRIZ, morphology box, and axiomatic
design to generate design concepts. (Understand)
Moved from
section 1.D and
expanded and
cognitive level
changed from
Apply to
Understand.
2010
BOK
2018 BOK Details
ASQ Certified Master Black Belt (MBB) Body of Knowledge
Performance-Based Section − Essay Response
PB-1
PB-1. Enterprise-wide Planning
Apply project selection criteria to select and prioritize potential improvement projects using strategic
planning tools, immediate- and long-term business goals, executive-level directives, and risk analysis results.
Develop and deliver formal presentations that support the project selection process, identify progress, and
explain its status at conclusion.
Renamed section
and revised
subtext
PB-2
PB-2. Organizational Competencies for Deployment
Use feedback and process data from various sources to identify or develop improvement projects that will
respond to customer needs, eliminate process barriers, or streamline processes, especially for managing
projects that cross boundaries either within or between organizations. Use appropriate communication
methods that are sensitive to specific audiences when explaining projects or solutions, encouraging
participation, or resolving issues that arise between interorganizational groups.
Renamed section
and revised
subtext
PB-3
PB-3. Project Portfolio Management
Develop and manage the scope, schedule, cost, and risk of improvement projects using various project
management tools to ensure proper monitoring, milestone achievement, and project success. Recognize
Renamed section
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when intervention steps must be taken to bring a project back on track or terminate it based on analysis of
internal or external events.
PB-4
PB-4. Training, Coaching and Mentoring
Identify situations that require training or mentoring for all levels of participants in improvement projects,
from executive level champions to non-belt participants. Develop, review, and deliver information,
training, or mentoring as needed for a variety of improvement projects, based on needs analysis,
participant requests, or recognition of situations that require intervention.
Renamed section
