*APPLICANT PURSUING THIS COURSE WITH COURSE COMMENCEMENT DATE FALLING AFTER 31 March 2023 IS NOT ELIGIBLE TO CLAIM REIMBURSEMENT FROM CEF UNTIL FURTHER NOTICE. /申請人報讀於二零二三年三月三十一日後開課的課程並不能申領基金發還款項，至另行通知。
Course Pamphlet | Schedule | Enrollment | Professional Registration
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.
Contents
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”
3. A software, SigmaXL (worth US$299)(No Hidden Cost).
Please contact us about course fee and DISCOUNT details.
Adverse Weather Class Arrangement
Course Outline
檢視 (View)- Introduction and Project Definition
0.0 Course Introduction
1.1 The latest Development of Lean, Six Sigma and Theory of Constraints (TOCLSS)
1.2 A Case Example of Six Sigma Projects
1.3 Contribution of TOCLSS towards Industry 4.0
1.4 Identification of Six Sigma Projects
1.5 Project Charter
1.6 project schedule
1.7 High Level process Map – SIPOC
1.8 VOC, CCR and CTQ
1.9 In-class Project – Define phase
- Process Measurement
2.0 Measure Phase Overview
2.1 Detail Process Map
2.2 In/Out Put Analysis
2.3 C&E Matrix
2.4 FMEA
2.5 Data Collection Plan
2.6 Measurement Systems Analysis
2.7 Attribute GR&R
2.8 Introduction to SigmaXL
2.9 Basic Statistics
2.10 Current Process Capability
2.11 PPM, DPMO and Sigma Level
2.12 In-class Project – Measure phase
- Analysis – Process Analysis
3.1 Overview of Analyze Phase
3.2 Process Analysis
3.3 Lean and Lean Transformation
3.4 Evaluate the current situation – VSM
3.5 Case Study- Manufacture
3.6 Case Study- Service
3.7 Identify Improvement Opportunities
3.8 Law of Variations
3.9 Theory of Constraints
3.10 Wastes Elimination
3.11 Modify the Existing Process -VSM
3.12 Case Study – Manufacture
3.13 Case Study – Service
3.14 Substantiate and enumerate improvements
3.15 Implement New Standard Work
- Analyze – Data Analysis
3.16 Graphical Data Analysis
3.17 Root Cause Analysis
3.18 Why-Because Tree
3.19 Validate Root Causes by Data
3.20 Graphical Tools
3.21 Confirming Causal and Effects
3.22 Regression Analysis
3.23 Chi Square Tests
3.24 Exercises
3.25 Hypothesis Testing of Means
3.26 Testing Of Variation
3.27 Testing Of Proportion
3.28 Normality and Non-normal Data Transformation
3.29 Determine Sample Size for Tests
3.30 Two-way ANOVA
3.31 Nonparametric Tests
3.32 In-class Project – Analyze Phase
- Process Improvement
4.1 Overview of Improve Phase
4.2 Introduction to Design of Experiment
4.3 DOE – One Factor at a Time
4.4 DOE – Full Factorial Design
4.5 DOE Case study
4.6 DOE Exercise
4.7 Sample Size, Centerpoint and Blocking
4.8 In-class Project – Factorial Design
4.9 Response Surface Method
4.10 RSM Case Study
4.11 In-class Project RSM Design
4.10 Lack of Fit Issues
4.11 Case Study
4.12 Fractional Factorial Design
4.13 Case Studies
4.14 In-class Project – Improve Phase
- Process Control
5.1 Oversew of Control Phase
5.2 Risk Identification and Management
5.3 Control Plan
5.4 SPC – Continuous Control Chart
5.5 SPC – Attribute Control Charts
5.6 Cusum Chart
5.7 In-class Project Control Phase
5.8 Performance comparison
5.9 Project Review
5.10 Close the project and handover
5.11 Prospects of BB in HK, UK, Canada, Singapore, New Zealand and China
5.12 Opportunities for Further Growth
- Case Example Book – 5 BB Projects
- Presentation of In-class BB Project
- Mock Exam
- Wrap up – survey
