Body of Knowledge
What is a Body of Knowledge?
A Body of Knowledge (BoK) is the complete set of concepts, terms, and activities that make up a professional domain, as defined by the relevant learned society or professional association. It represents the collective knowledge within a specific field, providing a standardized framework for education and practice.
The Body of Knowledge for the Global Standard Tests (GST) was designed by the L6S Group to match the requirements of numerous leading operational excellence programs. It is the foundation for the Global Standard Certifications. While each certification examination has its own key points, they all require familiarity with the comprehensive topics covered in the L6S GST Body of Knowledge.
How was the GST BOK created?
The Body of Knowledge for the Global Standard Tests (GST BoK) was designed to match the requirements of numerous leading operational excellence programs. It is the foundation for the Global Standard Certifications we offer. While each certification test has its own key points, they all require familiarity with the comprehensive topics covered in the L6S GST Body of Knowledge.
The GST BoK was assembled by a team of experts who selected widely known literature in the field and validated it against the requirements of numerous leading operational excellence programs. The L6S Group Advisory Committee played a crucial role in this validation process.
To create this unified standard, the team meticulously examined and analyzed tens of operational excellence programs from around the world. By identifying common elements and best practices across these diverse programs, they distilled the essential knowledge and competencies into a single, cohesive collection of concepts.
This rigorous process ensures that our certifications reflect the collective expertise and insights from leading practitioners and thought leaders in operational excellence, making them robust and reliable guides for professionals seeking to advance their careers.
Ultimately, this guarantees that our certification exams not only meet but exceed the requirements of global organizations, providing a universally recognized benchmark for excellence in the industry. By adhering to this standardized body of knowledge, our certifications ensure that candidates possess the skills and knowledge demanded by top-tier multinational companies, positioning them as leaders in the field of operational excellence.
Lean
Legend: Levels of Expertise
★ (Basic): Fundamental understanding of concepts. Able to perform simple tasks and activities under supervision. Familiar with basic tools and techniques.
★★ (Intermediate): Good grasp of concepts and principles. Capable of managing and executing tasks independently. Proficient in a range of tools and techniques.
★★★ (Advanced): Deep and thorough understanding of complex concepts. Expert in managing, leading, and optimizing projects and processes. Mastery of advanced tools, techniques, and methodologies.
| Lean Bronze | Lean Silver | Lean Gold | Lean Leader | |
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Introduction to Lean
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History and Principles
Lean Thinking Benefits and Applications |
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Value Stream Mapping
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Identifying Value Streams
Current State Mapping Future State Mapping |
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5S Methodology
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Sort
Set in Order Shine Standardize Sustain |
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Kaizen (Continuous Improvement)
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Kaizen Events
Problem-Solving Techniques Employee Involvement |
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Waste Identification and Elimination
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Types of Waste (Muda)
Techniques for Waste Reduction Lean Tools for Waste Elimination |
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Flow and Pull Systems
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Continuous Flow
Kanban Systems Just-In-Time (JIT) Production |
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Lean Tools and Techniques
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Standard Work
Total Productive Maintenance (TPM) SMED (Single-Minute Exchange of Die) |
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Lean Culture and Leadership
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Building a Lean Culture
Leadership Roles in Lean Sustaining Lean Improvements |
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Six Sigma
Legend: Levels of Expertise
★ (Basic): Fundamental understanding of concepts. Able to perform simple tasks and activities under supervision. Familiar with basic tools and techniques.
★★ (Intermediate): Good grasp of concepts and principles. Capable of managing and executing tasks independently. Proficient in a range of tools and techniques.
★★★ (Advanced): Deep and thorough understanding of complex concepts. Expert in managing, leading, and optimizing projects and processes. Mastery of advanced tools, techniques, and methodologies.
| Yellow Belt (YB) | Green Belt (GB) | Black Belt (BB) | Champion | |
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Introduction to Six Sigma
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History and Evolution |
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Define Phase
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Project Identification |
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Measure Phase
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Data Collection Techniques |
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Analyze Phase
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Root Cause Analysis |
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Improve Phase
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Solution Development
Process Improvement Strategies Pilot Testing |
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Control Phase
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Control Plans
Statistical Process Control Sustainability and Monitoring |
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Tools and Techniques
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DMAIC Methodology
Lean Tools Integration Advanced Statistical Tools |
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Implementation and Culture
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Change Management
Leadership and Team Roles Continuous Improvement Culture |
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Lean Six Sigma
In Lean Six Sigma, the integration of Lean and Six Sigma methodologies demands a comprehensive understanding of both fields. Therefore, the level of knowledge (both breadth and depth) required for each Lean Six Sigma belt is a combination of the corresponding levels in both Lean and Six Sigma.
For instance, a Lean Six Sigma Green Belt must possess the combined knowledge of a Six Sigma Green Belt and a Lean Silver. This means they should have an intermediate understanding of Six Sigma’s Define, Measure, Analyze, Improve, and Control (DMAIC) phases, as well as an intermediate grasp of Lean principles, value stream mapping, 5S methodology, Kaizen, waste identification and elimination, flow and pull systems, Lean tools, and Lean culture and leadership.
Similarly, a Lean Six Sigma Black Belt must achieve an advanced understanding of Six Sigma at the Black Belt level, which includes advanced skills in statistical analysis, process optimization, and project management within the DMAIC framework. Additionally, they should have an advanced understanding of Lean at the Lean Gold level, encompassing advanced knowledge of Lean principles, tools, and techniques to drive continuous improvement, efficiency, and waste reduction in operations.
In summary, the knowledge requirements for Lean Six Sigma practitioners are cumulative, reflecting the dual mastery of both Six Sigma and Lean methodologies at their respective levels
Operations Management
Legend: Levels of Expertise
★ (Basic): Fundamental understanding of concepts. Able to perform simple tasks and activities under supervision. Familiar with basic tools and techniques.
★★ (Intermediate): Good grasp of concepts and principles. Capable of managing and executing tasks independently. Proficient in a range of tools and techniques.
★★★ (Advanced): Deep and thorough understanding of complex concepts. Expert in managing, leading, and optimizing projects and processes. Mastery of advanced tools, techniques, and methodologies.
| Introduction to Operations Managemen | Managing Business Operations | |
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Introduction to Operations Management |
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Definition and Scope
Historical Development Role in Business |
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Operations Strategy
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Aligning Operations with Business Strategy
Competitive Priorities Strategic Decision-Making |
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Process Design and Analysis
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Types of Processes
Process Flowcharting Process Improvement |
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Capacity Planning and Management
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Measuring Capacity
Strategies for Capacity Planning Managing Bottlenecks |
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Supply Chain Management
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Components of Supply Chains
Supply Chain Coordination Inventory Management |
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Quality Management
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Concepts of Quality
Quality Control Techniques Continuous Improvement |
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Project Management
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Project Life Cycle
Planning and Scheduling Risk Management |
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Lean Operations and Efficiency
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Lean Principles
Waste Reduction Lean Tools and Techniques |
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Project Management
Legend: Levels of Expertise
★ (Basic): Fundamental understanding of concepts. Able to perform simple tasks and activities under supervision. Familiar with basic tools and techniques.
★★ (Intermediate): Good grasp of concepts and principles. Capable of managing and executing tasks independently. Proficient in a range of tools and techniques.
★★★ (Advanced): Deep and thorough understanding of complex concepts. Expert in managing, leading, and optimizing projects and processes. Mastery of advanced tools, techniques, and methodologies.
| Fundamentals of Project Management | Managing the Knowledge Areas | |
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Introduction to Project Management |
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Definition and Importance
History and Evolution Role in Organizations |
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Project Life Cycle
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Project Phases
Project Initiation Project Closure |
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Project Integration Management
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Project Charter
Project Management Plan Integrated Change Control |
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Scope Management
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Defining Scope
Work Breakdown Structure (WBS) Scope Verification and Control |
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Time Management
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Scheduling Techniques
Critical Path Method (CPM) Time Control |
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Cost Management
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Budgeting
Cost Estimation Cost Control |
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Quality Management
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Quality Planning
Quality Assurance Quality Control |
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Risk Management
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Risk Identification
Risk Analysis Risk Response Planning |
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Essential Bibliography
Lean
- Ohno, T., , Toyota Production System: Beyond Large-Scale Production (English translation ed.), Productivity Press., Portland, Oregon, 1988, pp. 75-76.
- Liker, Jeffrey K., 2004, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer., McGraw-Hill, New York, 2004.
- Hino, S., Inside the Mind of Toyota: Management Principles for Enduring Growth., Productivity Press, New York, 2005.
- Wilson, L, How To Implement Lean Manufacturing, McGraw-Hill, New York, 2009.
- Mann, D., Creating a Lean Culture: Tools to Sustain Lean Conversions , Second Edition, Productivity Press, New York, 2010.
- Womack, J. P.; Jones, D. T., Lean Thinking: Banish Waste and Create Wealth in Your Corporation Revised and Updated, Free Press, New York, 2003.
Six Sigma
- Pyzdek, T., Keller, P., The Six Sigma Handbook, Third Edition, New York, McGrew-Hill, 2009.
- Brook, Q., 2014, Lean Six Sigma and Minitab (4th Edition): The Complete Toolbox Guide for Business Improvement, a cura di Brook-Piper, H., OPEX Resources Ltd, Londra, 2014.
- Breyfogle, F.W., Implementing Six Sigma, Second Edition: Smarter Solutions Using Statistical Methods, Productivity Press, New York, 2003.
- L. George, M. L., Maxey, J., Rowlands, D., Price M., 2004, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed, Mc Grew-Hill, New York, 2004.
- Roderick, A., Munro, Ph.D., Maio, M. J., Nawaz, M. B., Ramu, G., Zrymiak, D.J., The Certified Six Sigma Green Belt Handbook, Milwaukee, Wisconsin, ASQ Quality Press, 2008.
- Kubiak, T.M., Benbow, D.W., The Certified Six Sigma Black Belt Handbook, Second Edition, Milwaukee, Wisconsin, ASQ Quality Press, 2009.
Lean Six Sigma
The Lean Six Sigma bibliography is a combination of the Lean and Six Sigma bibliographies. Additionally, it includes a few notable references:
- The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed, Michael L. George, David Rowlands, Mark Price, John Maxey
- Lean Six Sigma For Dummies, Wiley
- The Six Sigma Way: How to Maximize the Impact of Your Change and Improvement Efforts, Peter Pande, Robert Neuman, Roland Cavanagh
- The Machine That Changed the World, James P. Womack, Daniel T. Joners & Daniel Roos
- Toyota Production System: Beyond Large-Scale Production, Taiichi Ono
- The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition, Steven J. Spear
- The Toyota Way, Jeffrey Liker
- A Revolution in Manufacturing: The SMED System: Single-minute Exchange of Die System, Shigeo Shingo
- The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company, Art Byrne
- Toyota Kata, Mike Rother
Operations Management
- Arnold, J.R., Chapman, S.N., Clive L.M., Introduction to Materials Management (7th Edition), Prentice Hall, Upon Saddle River, New Jersey, 2011.
- Stevenson, W., Operations Management McGraw-Hill Series in Operations and Decision Sciences, McGrew-Hill, New York, 2014.
- Goldratt, E.M., Cox, J., The Goal: A Process of Ongoing Improvement, North River Pr, Great Barrington, 2012.
- Christopher, M., Logistics and Supply Chain Management (4th Edition) (Financial Times Series), Prentice Hall, Upon Saddle River, New Jersey, 2011.
Project Management
- Project Management Institute (2021). A Guide to the Project Management Body of Knowledge: PMBOK® Guide. Seventh Edition. Pennsylvania: Project Management Institute, Inc.. ISBN: 978-162825664
- Scott Berkun (2008). Making Things Happen: Mastering Project Management (Theory in Practice). Sebastopol: O’Reilly Media Inc. 410. ISBN-13: 978-0596517717
- David Allen (2002). Getting Things Done: The Art of Stress-Free Productivity. New York: Penguin Group. 288. ISBN-13: 978-0142000281
- Stanley E. Portny (2013). Project Management For Dummies. 4th ed. New Jersey: John Wiley & Sons, Inc. 408. ISBN-13: 978-1118497234
- Frederick P. Brooks Jr. (1995). The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition. 2nd ed. United States of America: Addison-Wesley Professional. 336. ISBN-13: 978-0201835953
- Eliyahu M. Goldratt (1997). Critical Chain. Massachusetts: The North River Press. 246. ISBN-13: 978-0884271536
- Harold R. Kerzner (2013). Project Management: A Systems Approach to Planning, Scheduling and Controlling. 11th ed. New Jersey: John Wiley & Sons, Inc. 1296. ISBN-13: 978-1118022276
- Eric Verzuh (2008). The Fast Forward MBA in Project Management. 3rd ed. New Jersey: John Wiley & Sons, Inc. 480. ISBN-13: 978-0470247891
- Peter Taylor (2010). The Lazy Project Manager: How to be twice as productive and still leave the office early. United Kingdom: Infinite Ideas. 152. ISBN-13: 978-1906821678
- PeopleCert (2023). Managing Successful Projects With PRINCE2®. Nicosia, Cyprus. PeopleCert. ISBN-13: 978-9925-34-450-5