Green Belt + Black Belt




Schedule | Enrol | Professional Registration


Combined Course of Green Belt and Black Belt

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

This 120 hour combined course include 30 hours’ training on Six Sigma Green Belt and 90 hours’ training in Six Sigma Black Belt. Applicants are not required to take the Six Sigma Green Belt exam, and a package discount is offered to applicants who enroll this combined course.

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 cover 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’ organizations.

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 9 months after successful passing of the Black Belt academic examination.

Who should attend?

  • Senior team leaders and managers.
  • Quality and process improvement professionals.
  • Those interested in becoming Six Sigma professionals.

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 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 “Six Sigma Black Belt Passing Certificate” (No Hidden Cost).

Please contact us about course fee and DISCOUNT details.

Adverse Weather Class Arrangement

Payment Method

Course Outline

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Green Belt Module

  1. Identification of Six Sigma Project in the Organization
    • Overview of Six Sigma
    • Organize for Six Sigma
    • The Six Sigma Process
    • Voice of the Business & Customer
    • Translating Customer needs into Specific Requirements (CTQ)
    • Problem Identification
    • SIPOC Diagram
    • Project Definition
    • Project Team Charter
    • Critical to Quality Tree
    • Focused Problem Statement
    • Project Charter
  2. Structured Approach to collect data and information for your Six Sigma Project
    • Application of Statistics in Six Sigma Project
    • Data collecting techniques and collection plans
    • Measurement system analysis
    • Process Capability
    • Calculating Sigma Level
    • Data Sampling Methods
    • Detailed process mapping of critical areas
  3. Building the Six Sigma Analytical Tool Kit
    • Project discussion/Presentation
    • Determine opportunity for improvement
    • Verification of root causes
    • Hypothesis testing
    • Correlation Analysis
    • Process Analysis
      • Value-added analysis
    • C & E Matrix
    • Regression Analysis & Correlation
  4. Team Dynamics – Working with and through others to get project breakthrough
    • Team Dynamics
    • Consensus Building
    • Decision Making
    • Group Creativity
      • Brainstorming
      • Affinity diagram
      • Multi-Voting
    • Implementation Planning
    • Piloting your Solution
      • Solution Prioritization Matrix
    • Cost Benefit Analysis
  5. Sustaining gains and institutionalizing change with your Six Sigma Project
    • Gaining acceptance and communicating changes
    • Making changes last through:
      • Develop a Process Control Plan
      • Assessing the result of Process Control Plan
      • Statistical Process Control
      • Continuous improvement plan
      • Managing knowledge learned and building intellectual capital
      • Failure Modes and Effects Analysis (FMEA)

Black Belt Module

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