Lean Six Sigma Black Belt (Green Belt + Black Belt Combines)
“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.”
This 98 hour combined course include 30 hours’ training on Six Sigma Green Belt and 68 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” .
Please contact us about course fee and DISCOUNT details.
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
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
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
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
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
Introduction and Project Definition0.0 Course Introduction1.1 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 Measurement2.0 Measure Phase Overview2.1 Detail Process Map2.2 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 Analysis3.1 Overview of Analyze Phase3.2 Process Analysis3.3 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 Analysis3.16 Graphical Data Analysis3.17 Root Cause Analysis3.18 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 Improvement4.1 Overview of Improve Phase4.2 Introduction to Design of Experiment4.3 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 Control5.1 Oversew of Control Phase5.2 Risk Identification and Management5.3 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
