Lean Six Sigma Black Belt

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#The course has been included in the list of reimbursable courses for Continuing Education Fund purposes.
#課程已加入「持續進修基金」 可獲發還款項課程名單內

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Course Name: Six Sigma Black Belt Certification Programme

Six Sigma Institute is the only Examination Centre and authorized training centre for Certified Six Sigma Black Belt of the China Association for Quality in Hong Kong.

What is Six Sigma? What is Lean? What is the relationship between them?

Introduction

Lean Six Sigma Black Belts are the core of Lean Six Sigma Scheme in Six Sigma organisations. They have developed a synergistic proficiency between technical discipline and the Six Sigma strategies, tactics, and tools. These individuals will continually work towards institutionalising the effective use of these tools throughout the corporation, its customers, and its suppliers. They also bear the responsibility of leading and driving projects with high business impact.

This course provides a comprehensive covered of Lean and Six Sigma techniques that enable the participant to grasp the essential skills to lead Lean Six Sigma projects in their organisations. Through the coaching and in-class exercises, the participants receive practical experience from Six Sigma practitioners who hold the participants hand-in-hand to identify and implement the projects in the participants’ organisations.

The Six Sigma Black Belt Certification Programme, conducted by Six Sigma Master Black Belts, contains afternoon seminars/ workshops. The participant is required to complete at least one project with the close supervision of the Six Sigma Master Black Belt within nine months after the successful passing of the Black Belt academic examination.

Who should attend?

  • Quality, R&D, Process engineers or supervisors.
  • Company executives who intend to be directly involve in Six Sigma projects.
  • Professionals who have Green Belt qualifications already.

Certification and Professional Registration

Certificate of Black Belt in Six Sigma will be awarded to participants who have 70% or above attendance, complete all assignments, one group project and pass the examination.

Certificate holders who complete at least one project with verified saving of HK$500,000 or an individual simulated project in SSI’s Six Sigma Project Course are eligible to be registered with the SSI as a Registered Six Sigma Black Belt or Registered Lean Sigma Black Belt and use the title of RSSBB or RLSBB after their names.

Course Fee

The course fee includes:

1. Examination Fee &

2. Administrative Charge for issuance of “Passing Certificate” (No Hidden Cost).

Please contact us about course fee and DISCOUNT details.

Adverse Weather Class Arrangement

Payment Method

Course Outline

檢視 (View)

Six Sigma Define Phase

  • 1.0 Course Introduction
  • 1.1 Overview of Lean, Six Sigma and Lean Six Sigma
  • 1.2 A Case Example of Six Sigma Projects
  • 1.3 Project Charter & SIPOC
  • 1.4 Define Phase – Catapult Project Identification of Six Sigma Projects
  • 1.5 Introduction to Theory of Constraints
  • 1.6 Bench-marking and Performance Measurement Measures
  • 1.7 Team Dynamics and Performance
  • 1.8 Enterprise Leadership
  • 1.9 Introduction to Catapult Project
  • 1.10 Define Phase Transition

Six Sigma Measure Phase

  • 2.0 Measure Phase Overview
  • 2.1 Essential Lean Concepts
  • 2.2 Lean Improvement Concepts
  • 2.3 Draw the Value Stream map -Current state
  • 2.4 Identify Wastes for Elimination
  • 2.5 Measure Phase – Process Map
  • 2.6 In-Outputs Analysis and C&E Matrix
  • 2.7 FMEA
  • 2.8 Measuring and Collecting Data
  • 2.9 Introduction to Minitab
  • 2.10 Sub-setting the Worksheet
  • 2.11 Importing and Manipulating Data
  • 2.12 Measurement System Analysis
  • 2.13 Attribute GR& R
  • 2.14 Process Capability
  • 2.15 Use Yield to Find Sigma Level
  • 2.16 Rolled Throughput Yield
  • 2.17 Measure Phase Transition

Six Sigma Analyze Phase

  • 3.0 Analyze Phase Overview
  • 3.1 Determine the Root Causes
  • 3.2 Validate Root Causes
  • 3.3 Linear Regression
  • 3.4 Multiple Regression Analysis
  • 3.5 Hypothesis Testing of Means
  • 3.6 Testing of Variation
  • 3.7 Determine Sample Size for Tests
  • 3.8 Normality and Non-normal Data Transformation
  • 3.9 Nonparametric Tests
  • 3.10 Tests of Proportion
  • 3.11 Two-way ANOVA
  • 3.12 Multi-vari Analysis
  • 3.13 Modifying the Existing Process by Kaizen
  • 3.14 Tools for Continuous Flow
  • 3.15 Substantiate Improvements
  • 3.16 Implement New Standard Work
  • 3.17 Analyze Phase Transition

Six Sigma Improve Phase

  • 4.0 Overview of Design of Experience
  • 4.1 One Factor at a Time (OFAT) Experiments
  • 4.2 DOE – Full Factorial Design
  • 4.3 DOE Example
  • 4.4 Sample Size, Centerpoint and Blocking
  • 4.5 Response Surface Methodology
  • 4.6 RSM Exercise – Maximize the Yield
  • 4.7 Brightness in the Paper Bleaching Process
  • 4.8 Lack of Fit
  • 4.9 Fractional Factorial Experiment
  • 4.10 Fractional Factorial Experiment Exercises
  • 4.11 Improve Phase Transition

Six Sigma Improve Phase

  • 4.0 Overview of Design of Experience
  • 4.1 One Factor at a Time (OFAT) Experiments
  • 4.2 DOE – Full Factorial Design
  • 4.3 DOE Example
  • 4.4 Sample Size, Centerpoint and Blocking
  • 4.5 Response Surface Methodology
  • 4.6 RSM Exercise – Maximize the Yield
  • 4.7 Brightness in the Paper Bleaching Process
  • 4.8 Lack of Fit
  • 4.9 Fractional Factorial Experiment
  • 4.10 Fractional Factorial Experiment Exercises
  • 4.11 Improve Phase Transition

Six Sigma Control Phase

  • 5.0 Control Phase Overview
  • 5.1 SPC
  • 5.2 SPC – Attribute Control Charts
  • 5.3 Cusum Chart – SPC with Diagnostic Power
  • 5.4 Six Sigma Finance Guidelines
  • 5.5 Change Management
  • 5.6 Control Phase Transition
  • 5.7 Project Review
  • 5.8 Lean Case Study
  • 5.9 Introduction to TOCLSS
  • 5.10 Introduction to Design for Six Sigma

Project Exam

Mock Exam

Wrap up – survey