Lean Six Sigma Black Belt (Green Belt + Black Belt Combined)

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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.”

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


This 105 hour combined course include 30 hours’ training on Six Sigma Green Belt and 75 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” .

3. A software, SigmaXL (worth US$299)(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

  • 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

    5.12 Opportunities for Further Growth

  • Case Example Book – 5 BB Projects
  • Presentation of In-class BB Project
  • Mock Exam
  • Wrap up – survey