Objective:
Black belts are change leaders who use the Six Sigma methodology to develop solutions that address real business issues and deliver improvements to profitability, customer satisfaction and market share.
This Certified Six Sigma Black Belt training is designed to develop experts, providing an in-depth understanding of the Six Sigma concepts, methods and tools that drive improvements in key processes. Structured to optimize learning and application through training and on-the-job project implementation, this 14-day programme will give you the skills to make real impact in your organization.
Who should attend?
Organizational leaders who are responsible for Six Sigma projects, such as managers, section managers, principal/senior engineers and senior officers.
What will I learn?
This course will help you:
- analyse and improve business or manufacturing processes using the Six Sigma approach
- effectively facilitate the management team to identify improvement projects
- effectively lead cross functional teams to improve organizational work processes
- provide coaching to Green Belts on project execution, Six Sigma methods and tool application
- share and apply Six Sigma principles, culture and methodology across the organization as a leading change agent
How will I benefit?
You’ll be able to:
- apply the structured DMAIC methodology to solve crossed functional problems
- apply quantitative techniques to make effective fact-based decisions
- show links between projects and desired business results
- lead subject matter experts to increase customer satisfaction levels and business efficiency
- manage and facilitate effective improvement project teams across the organization
- lead and manage cross-functional changes in their organization
- apply creative and critical thinking to organizational problems to drive results
- communicate effectively to all levels in the organization
Outline:
- Introduction
- What is Six Sigma? Input/output (X and Y) Relationship
- Six Sigma and Lean Enterprise
- Defects Per Million Opportunities Metric (DPMO)
- Success Stories
- Six Sigma History
- DMAIC Process
- Thought Process Mapping
- Six Sigma Organizational Structure
- Role of the Black Belt
- Define I – Prioritize
- Process Thinking
- Process Mapping
- Flow Charts, Value-Added Flow Charts, Deployment Flow Charts
- Spaghetti Diagrams
- Value Stream Mapping (Takt Time, Line Balancing)
- Balanced Scorecard
- Pareto Chart
- Project Selection
- Project Charter
- Project Tracking – Gantt Chart
- Stakeholder Analysis
- Exercises and Quiz3. Define II – Voice of the Customer
- Customer Satisfaction & Kano Model
- Sample Surveys
- Survey Construction
- Margin of Error
- Affinity Diagrams
- CTQC Tree Diagrams, Critical to Quality Characteristics (CTQCs)
- Setting Specifications
- Quality Function Deployment
- Operational Definition
- Measure I
- Variable and Attribute Data
- Sampling Plan
- Measurement System Analysis
- Data Collection – Check Sheet
- Benchmarking
- Baseline DPMO & Sigma Conversion
- Rolled Throughput Yield
- Measure II
- Trend Chart
- Histograms
- Measuring Process Variability
- Statistical Process Control
- Rational Subgrouping
- X and Moving Range Control Charts
- Attribute Control Charts
- X-bar and R Control Charts
- Process Capability
- Analyze I
Potential Root Cause
- Cause and Effect Diagrams (Fishbone Charts)
- Five-Why, One-How
- FMEA
- Scatter Plots
- Regression and Correlation Analysis
- Multiple Regression
- Logistic Regression
- Analyze II
Hypothesis Testing
- Introduction to Hypothesis Testing
- Confidence Intervals and Hypothesis Testing
- Comparison of Two Treatments: Z-test, F-Test, t-test
- Comparison of Multiple Treatments – ANOVA, Chi-Square for Multiple Proportions
- Comparison of Variances – Chi-Square Test
- Non-parametric Testing
Analyze III – Design of Experiments
- Introduction to Design of Experiments
- Single Factor Experiments
- Full Factorial Experiments
- Fractional Factorial Experiments
- General Factorial Experiments
- Experiment Simulations
- Improve
- Design for Manufacturability/Serviceability/Repairability (DFSS)
- Brainstorming
- Continuous Flow (Little’s Law)
- Quick Changeovers
- Implementing Work Cells
- Theory of Constraints
- Pull Scheduling
- Narrowing the List of Ideas
- FMEA
- Error-proofing
- Corrective Action Matrix
- Piloting a Solution
- System Dynamics
- Exercises and Quiz10. Control
- Control Plan
- SPC Revisited
- FMEA Revisited
- Visual Control – 5-S
- CHECK Process
- Total Productive Maintenance
- Best Practices – Integrating Success
- Tools for Success
- Leadership
- Team Development
- Leading Teams
- Leading Change
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