Quality excellence to enhance your career
and boost your organization’s bottom line
asq.org/cert
CERTIFIED
MASTER BLACK BELT
CMBB
2 Certied Master Black Belt
Certication from ASQ is considered a mark of quality
excellence in many industries. It helps you advance your
career and boosts your organization’s bottom line through
your mastery of quality skills. Becoming certied as a
Master Black Belt conrms your commitment to quality
and the positive impact it will have on your organization.
3Certied Master Black Belt
The Certified Master Black Belt (CMBB) is aimed at individuals who
possess exceptional expertise and knowledge of current industry practice.
Master Black Belts have outstanding leadership ability, are innovative, and
demonstrate a strong commitment to the practice and advancement of quality
and improvement. Obtaining an ASQ Master Black Belt is acceptance and
recognition from your peers.
CMBB
Computer Delivered – The Master
Black Belt certification is a two-part
examination administered over five-and-
a-half hours. The first portion consists of
110-multiple-choice questions. Of these
questions, 100 are scored and 10
are unscored. The first portion is three
hours long, is offered in English only,
and has an open-book format.
The second portion is a performance-
based assessment that measures
comprehension of the CMBB Body
of Knowledge. It includes situation-
specific materials that candidates will
be directed to evaluate and respond to.
This portion is two-and-a-half hours long
and is also an open book format.
INFORMATION
For comprehensive exam information on the Master Black Belt certification,
visit asq.org/cert.
Certified Master Black Belt
4 Certied Master Black Belt
Required Experience
To become certified as an ASQ
MBB, a candidate must successfully
meet all requirements. To be eligible
to apply for the MBB examination,
a candidate must hold a current
ASQ Certified Six Sigma Black Belt
(CSSBB) certificate. In addition, a
candidate must have either of the
following experience levels.
1. At least five years of experience
in the role of a SSBB or MBB.
OR
2. Completion of 10 Six Sigma
Black Belt projects.
Candidates must be able to meet
these minimum eligibility requirements
to have their portfolio reviewed.
Portfolio Review
Once a candidate has met the
eligibility requirements, the next step
in the process is a portfolio review
of the candidate’s body of SSBB or
MBB work. When the review panel
approves a candidate’s portfolio, the
candidate will be eligible to register
for and take the MBB examination.
Only after successfully completing
all requirements and passing the
examination will candidates receive
MBB certification.
The Master Black Belt also
requires a portfolio application.
Visit asq.org/cert/resource/
docs/2017/Master%20BB%20
2017%20Version.pdf to acquire
this application.
5Certied Master Black Belt
Your portfolio must include the
following topics to be reviewed
by a panel of expert MBBs showing
evidence of: teaching, coaching,
mentoring, occupational experience
and responsibility, technical
experience, and innovation.
Candidates must meet the minimum
scoring requirements for each of the
three key performance indicators.
• Teaching, coaching, mentoring
• Occupational experience
and responsibility
• Technical experience/innovation
The portfolio evaluation process will
be conducted by a panel of subject
matter experts who are Master Black
Belts themselves. This panel will operate
independently but under the guidance
of ASQ. The panel will have ultimate
responsibility for judging the quality
and appropriateness of the material
and evidence presented in the portfolio.
Candidates who meet the required
minimums for each section of the
portfolio will receive an approval
letter from the review panel stating
that they are eligible to take the
MBB examination. Candidates who
do not achieve the necessary points
will receive feedback from the review
panel. This feedback will include
information about why the application
failed resubmission requirements,
additional evidence requests, etc.
6 Certied Master Black Belt
I. Enterprise-wide Planning
(20 Questions)
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)
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)
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)
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
Topics in this body of knowledge (BoK) include descriptive details
(subtext) that will be used by the Exam Development Committee as
guidelines for writing test questions. This subtext is also designed to help
candidates prepare for the exam by identifying specic content within
each topic that may be tested. The subtext is not intended to limit the
subject matter or be all-inclusive of what might be covered in an exam
but is intended to clarify how the topics relate to a Master Black Belt’s
role. The descriptor in parentheses at the end of each entry refers to the
maximum cognitive level at which the topic will be tested. A complete
description of cognitive levels is provided at the end of this document.
BODY OF KNOWLEDGE
Certified Master Black Belt (CMBB)
7Certied Master Black Belt
5. Business systems and
process management
6. Other problem-solving methods
(8 disciplines, root cause analysis)
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 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)
F. Pipeline Management
1. Pipeline creation
Create, manage, and prioritize a
pipeline of potential projects for
consideration. (Create)
2. Pipeline life-cycle 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)
8 Certied Master Black Belt
II. Organizational Competencies
for Deployment (20 questions)
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)
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)
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)
D. Organizational
Change Management
1. Change management models
Describe different change
management models (Kotter’s
8 Steps, 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 organ-
izational 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)
9Certied Master Black Belt
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)
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, direct costs,
indirect costs and opportunity cost,
project cash flow, and breakeven
time performance. (Analyze)
2. Business performance measures
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)
III. Project Portfolio
Management (15 questions)
A. Project Management
Principles and Life Cycle
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
life-cycle elements
Apply phases of project manage-
ment life cycle (initiation, planning,
execution, control, and closure).
(Analyze)
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 multidisciplinary
redesign and improvement
projects. (Evaluate)
3. Executive and midlevel
management engagement
Formulate the positioning of
multiple projects in terms of
providing strategic advice to
top management and affected
midlevel 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)
7. Status communication
Develop and maintain
communication techniques that
will keep critical stakeholders
and communities apprised
of project status, results, and
accountability. (Create)
10 Certied Master Black Belt
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)
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)
IV. Training Design and
Delivery (10 questions)
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.
Determine the training requirements for
each target group by using tools such
as a gap analysis to compare actual
performance with potential or desired
performance. (Evaluate)
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 multidisciplinary or multi-level
competency training is appropriate.
(Create)
11Certied Master Black Belt
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
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)
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)
V. Coaching and Mentoring
Responsibilities (10 questions)
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)
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
Practice and teach meeting
control, analyze team performance
at various stages of team develop-
ment, 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)
12 Certied Master Black Belt12 Certied Master Black Belt
VI. Advanced Data
Management and Analytic
Methods (25 questions)
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., X – R, X – s, 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)
B. Measuring and Modeling
Relationships Between Variables
1. Autocorrelation and forecasting
Identify autocorrelated data,
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
Apply and interpret logistic
regression analysis, including
binary, ordinal, and nominal data
considerations. (Analyze)
4. Model fitting for nonlinear models
Apply and interpret fits of
models that are nonlinear 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)
13Certied Master Black Belt 13Certied Master Black Belt
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)
D. Data Management and Analytics
1. Enterprise data management
Recognize and understand
data management elements
such as data governance, data
architecture, data life-cycle
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)
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)
14 Certied Master Black Belt
Topics for Performance-
based Section of Certified
Master Black Belt
For this part of the examination,
candidates will be presented with
a situation in which an organization
is considering various improvement
projects to implement. Typically,
background information about the
parent company will be provided
as well as documents containing key
details of the projects. Open-ended
questions will be asked about this
organization and the projects.
For example, candidates might
be expected to: evaluate projects
in terms of organization-wide goals,
create presentations with content that
is appropriate for a specific audience,
communicate with staff at various
levels in the organization, analyze
output from projects at various stages,
and determine whether to continue
supporting projects or close them out.
This portion of the test will be
developed and scored using the
descriptions and cognitive levels
outlined in the performance-based (PB)
entries of the BoK, as described here.
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.
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.
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 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. 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.
Visit asq.org/cert for comprehensive exam information.
REMEMBER | Recall or recognize terms,
definitions, facts, ideas, materials, patterns,
sequences, methods, principles, etc.
UNDERSTAND | Read and understand
descriptions, communications, reports,
tables, diagrams, directions, regulations, etc.
APPLY | Know when and how to use
ideas, procedures, methods, formulas,
principles, theories, etc.
ANALYZE | 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.
EVALUATE | Make judgments about the
value of proposed ideas, solutions, etc.,
by comparing the proposal to specific
criteria or standards.
CREATE | 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 is appropriate to examine further or
from which supported conclusions can
be drawn.
LEVELS OF COGNITION
Based on Bloom’s Taxonomy—Revised (2001)
In addition to content specifics, the subtext for each topic in this BoK also
indicates the intended complexity level of the test questions for that topic.
These levels are based on “Levels of Cognition” (from Bloom’s Taxonomy—
Revised, 2001) and are presented below in rank order, from least complex
to most complex.
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Item B1679
