Lean Six Sigma Black Belt

Lean Six Sigma Black Belt Course Overview 

• Mastery of advanced Lean Six Sigma tools and methodologies 
• Proficiency in statistical analysis for data-driven decision-making 
• Ability to lead cross-functional teams and manage complex projects 
• Skills to mentor and coach Green and Yellow Belts in process improvement initiatives 

Prerequisites of the Lean Six Sigma Black Belt Course 

• Have completed and passed the Lean Six Sigma Yellow Belt Course 
• Have completed and passed the Lean Six Sigma Green Belt Course 
• Have basic knowledge of Lean Six Sigma 

Who should attend this Lean Six Sigma Black Belt Course?    

• Senior Managers 
• Project Managers 
• Quality Directors 
• Consultants 
• Continuous Improvement Managers 
• Quality Assurance Managers 

Course Structure      

• In the first 3 days, we will cover the essential materials needed to understand Lean Six Sigma Black Belt 
• The remaining 2 days will cover the essential materials needed to take the Lean Six Sigma Black Belt exam 

Lean Six Sigma Black Belt Course Outline 

• What is Lean 6 Sigma? 
• Lean 6 Sigma Belts 
  
• Processes 
  
• Customers, Value, and Waste 
  
• Key Metrics 
  

•  What is DMAIC? 
• Define 
  
• Measure 
  
• Analyse 
  
• Improve 
  
• Control 
  

• Lean Triad 
• Voice of the Customer (and CTQ’s) 
  
• SIPOC 
  
• Value Stream Analysis 
  
• Heijunka 
  
• Variation and SPC 
  
• Defects and Process Capability 
  
• Identifying the Root Cause(s) 
  
• Solving Problems 
  
• Introduction to Kaizen 
  
• Lean Teams 
  

• DMAIC 
• 3Cs 
  
• 8Ds 
  
• Plan Do Check Act 
  
• Kaizen 
  
• Design for Six Sigma (DFSS) 
  

• Terminology 
• Data Types 
  
• Normal Distribution and Standard Deviation 
  
• Process Capability 
  

• Role of the Lean Manager 
• Work Cells 
  
• High Performing Teams (HPTs) 
  
• Rapid Action Teams (RATs) 
  
• Visual Management 
  
• Bruce Tuckman’s Group Development Model 
  
• Emotional Cycle of Change (ECOC) 
  
• Personality Styles 
  
• Dealing with Resistance 
  

• Green Belt Risk Management 
• FMEA: Failure Mode and Effects Analysis 
  

• Define Phase 
• Measure Phase 
  

• Frequency Distribution Tables 
• Bar Charts and Histograms 
  
• Pareto Charts 
  
• Box and Whisker Plots 
  
• Normal Distribution and Control Charts 
  
• Calculating Process Efficiency 
  
• Scatter Diagrams and Regression 
  

• Analyse 
• Process Maps 
  
• Process Map Levels 
  
• On the Ground Instructions (OTGIs) 
  
• Value Stream Maps 
  
• What is a Value Stream? 
  
• Creating the “As Is” VSM 
  
• Investigating and Understanding the Process 
  
• Headache Tablets: Value Stream Mapping 
  
• Creating a VSM: Process Borders Definition 
  
• Using Swim Lane Diagrams to Identify Logical Process Blocks 
  
• Process Boxes 
  
• VSM Metrics 
  
• Square Wave 
  
• Kaizen Burst 
  
• Creating an Improved Process 
  
• Layout Diagrams and Headache Tablets 
  

• Heijunka 
• Solutions Identified, Selected, Planned, and Implemented 
  
• Standardisation and Documentation 
  
• Communications and Training 
  

• Embed the change 
• Measure the gain 
  
• Close the project 
  

• Black Belts’ Place in the Business 
• Black Belt Skill Set 
  
• Green Belts’ View of the World 
  
• Black Belts’ View of the World 
  
• How does the Industry Identify Black Belts? 
  
• Who does the Black Belt Work with? 
  
• Case Study 
  

• How the Black Belt helps the Green Belt During DMAIC? 
• Measure Phase 
  
• DMAIC Programmes 
  
• Governance 
  

• Risks Lie in Two Areas 
• Who Should Handle Risk? 
  
• DMAIC Risk 
  
• A view of Business Risk Management 
  
• Basic Risk Management Procedure 
  
• Business Risk Management in a Nutshell 
  

• In a Nutshell 
• Task & Work Cells 
  
• Flow Improvement Objectives 
  
• Practical Layout Design 
  

• Characteristics of Adult Learners 
• Three Common Learning Styles 
  
• Preparing the Training 
  
• Top Tips 
  
• Case Study 
  

• Introduction and SPC Refresh 
• Common Terminology 
  
• Flow Improvement Objectives 
  
• Measuring Uncertainty 
  
• Minitab Run-through 
  

• Process Capability: Review from Green Belt 

• Introduction to Hypotheses Testing 
• Working with Hypotheses Tests 
  
• Hypothesis Test Roadmap 
  
• Anderson Darling Normality Test 
  
• To Open the Worksheet 
  
• The Results 
  
• Testing for Means 
  
• t-tests Consider More than Just the Means… 
  
• t-test Exercise 
  
• Z test 
  
• Testing for Medians 
  
• Where Could I Use Median Tests? 
  
• Median Hypothesis Tests 
  
• Testing for Standard Deviation (Variance) 
  
• Equal Variance Hypothesis Tests 
  
• Exercise: Test for Equal Variance 
  
• Interpreting the Results 
  
• Using Bartlett’s Method 
  
• Testing for Proportions and Percentages 
  
• Proportions and Percentages Hypothesis Tests 
  

• Scenario 
• Abbreviated Instructions 
  
• Reviewing the Results 
  

• Scenario 
• Abbreviated Instructions 
  
• Interpreting the Results 
  

• Required conditions for ANOVA 
• The ANOVA “family” 
  
• ANOVA Terminology 
  
• Hypotheses Tests and One-way ANOVAs 
  
• Exercise - One-way ANOVA 
• Exercise - Multi-way ANOVAs 

• General Points 
• Sample Size 
  
• How a Greater Sample Size Reduces Uncertainty? 
  
• Case Study 
  

• Overview of DOE 
• Where to Use Design of Experiments? 
  
• DOE Terminology (1) 
  
• Design of Experiments Flow Diagram 
  
• Walkthrough: SB Glass Co 
  
• Step 1: Investigate the Process 
  
• Step 2: Gather Data 
  
• Recording the Data: Building the Worksheet 
  
• Minitab Creates an Initial DOE Worksheet 
  
• Team Completes the Worksheet 
  

• Teams’ First Analysis of the Data 
• Minitab does its Stuff 
  

• Overview 
• Normal Distribution 
  
• Binomial Distribution 
  
• Poisson 
  
• Exponential 
  
• Weibull 
  

• Introduction and Refresher 
• Key Control Charts 
  
• Data Collection Planning for Control Charts 
  

• General overview 
• Key Metrics 
  
• Using Lean Metrics 
  

• Overview 
• Understanding Gauge R&R 
  
• Minitab Walkthrough 
  

• Modelling Queues 
• Psychology of Queuing