Six Sigma Green Belt to Black Belt for Service Organizations

This Center for Quality Six Sigma class allows certified Six Sigma Green Belts to advance to Black Belt status with 10 additional days of training. It assumes that all participants have recently completed Green Belt training and that no remedial training is required. As such, essentially all the material covered will be additional tools and methods that enhance data collection and analysis.

The majority of organizations in this country are focused on the service sector of the economy. Banking, utilities, education, insurance, finance, governmental agencies, military and health care are all examples of service organizations. This Center for Quality Six Sigma program is designed specifically for service-focused organizations and service-based functions within manufacturing organizations (e.g., finance, HR, accounting).

Who should attend:
Individuals in service organizations or service functions who wish to increase their knowledge and skill levels, lead Six Sigma teams and utilize Six Sigma Black Belt tools to drive cost reductions and improvements in quality, productivity, customer satisfaction.

Prerequisite: Completed the Center for Quality Six Sigma Green Belt for Service Organizations.

Requirements: Personal laptop computer with Minitab software. Selection and completion of a Black Belt project.

Duration: 80 Hours – 10-day course (two sessions, non-concurrent weeks)

Course Content:

Define Phase
This section details the initial phase of the Six Sigma methodology.

  • Project Management/Project Planning
    This section provides the participant with an overview of project management techniques and tools that increase their effectiveness in leading and managing Six Sigma projects.
    • Project management fundamentals
    • Creating a work breakdown structure
    • Creating an effective project plan
    • Using Project Management software to increase efficiency
    • Risk Analysis
    • Resource Analysis
    • Effective project management
    • Communication management

  • Failure Mode and Effects Analysis
    • FMEA and Quality Systems
    • Basic FMEA Concepts
    • FMEA Teams
    • Defining the Process
    • Failure Modes
    • Cause-Effect Diagram
    • Controls
    • Risk Analysis
    • Using the FMEA Form
    • Taking Action
    • Keeping the FMEA Alive
    • Control Plans
    • Reaction Plans

Measure
No additional materials to be covered.

Analyze

  • Statistical Analysis for Process Improvement
    • Understanding a Single Process
      • Estimating the Center and Spread
      • Confidence Intervals for the Mean, Variance and Proportion
      • Testing a Hypothesized Mean, Variance and Proportion
      • Errors of Type I and II
      • Sample Size Considerations
      • Assessing Differences Between Two Gauging Points
    • Assessing Differences Between Two Parallel Processes
      • Graphical Techniques
      • Differences in Means
        • Student's t Test
      • Differences in Variation
        • F Test
      • Differences in Proportion
    • Assessing Differences Among More Than Two Parallel Processes
      • Differences Between Means
      • Analysis of Variance
      • Differences in Variation
      • Differences in Proportion
    • Relating Two Variables (Using an Input Variable to Predict an Output Variable)
      • Correlation
      • Fitting a Line
      • Residual Analysis
      • Predicting the Output at a Given Level of the Input
      • Confidence and Prediction Intervals
    • Relating More Than Two Variables (Using More Than One Input Variable to Predict an Output Variable)
      • Building the Regression Model
      • Residual Analysis
      • Confidence and Prediction Intervals for Regression Models
  • Design of Experiments
    • DOE fundamentals
    • Planning an experiment
    • Full Factorial Designs
    • Judging the importance of signals
    • Model building
    • Fractional factorial designs

Improve
No additional materials to be covered.

Control
No additional materials to be covered.

 

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