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Lean Six Sigma Black Belt Workshop

For Corporate Discounts Contact us @ +91 9445232628/ +91 9962562025

 

Actual Course Fee: Rs.27,500 + 18% tax ; Early Bird Offer: Rs.25,000 + 18% tax

Payment Link to pay using Credit/Debit Card:http://www.iipmchennai.com/shop/shop1.asp?Cid=138

For Corporate / Group discount contact us @ + 91 9445232628 / + 91 9962562025


Flowchart    Feedback & Pictures             Six Sigma Conference                  Practical Experiments  

More and more jobs are in Analytics, Big data & Cloud *

What is Six Sigma?

    Six Sigma is a rigorous and disciplined methodology that uses data and statistical analysis to measure and improve a company's operational performance by identifying and eliminating "defects" in manufacturing and service-related processes. Commonly defined as 3.4 defects per million opportunities. Six Sigma can be defined and understood at three distinct levels: metric, methodology and philosophy.

Six Sigma is a customer focused, data driven methodology for achieving real break through success in business. Six Sigma is a comprehensive and flexible system and can be applied to reduce defects, improve designs and process efficiencies.

Why 3Sigma Performance Level (99.73%) is not enough?

    A three Sigma level company is not good enough, because a 3Sigma level performance means,

    * 200,00 lost articles of mail per hour.
    * No electricity for almost 7 hours, each month.
    * 2 short or long landings at major airports, each day.
    * 200,000 wrong drug prescriptions each year.
    * Unsafe drinking water almost 15 minutes each day.
    * 5000 wrong surgical operations per week.

    (The above information is based on a survey conducted in US.)

    Now, can anyone afford to stop at 3Sigma level performance? If a company performs even at 3Sigma level, (that is 99.73% result fall with in the control limits) the above defects are possible. Because of the above cited huge loses, generally many companies go for Six Sigma Implementation Programs/Certification.

 
Why you need to do Six Sigma?

     Six Sigma can cut waste and save money. Consider how much money could be saved by eliminating potential defects and the resulting scrap and warranty returns. Time and money may be wasted in corrective actions and delays. Also consider the image those results from product failures for the customer. In order to determine the waste, you need to understand what adds value to your product and what does not.

One way to know how good you are doing is to compare your operation to similar ones elsewhere, as a benchmark. If there are similar operations in your organization, then bench marking will be easier.

Six Sigma Costs and Savings:

     One cannot expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution. It is sure you can reduce costs and increase sales in a localized area of a business using the Six Sigma quality methodology. For Example,

     "Motorola adopted Six Sigma in1987. In 1988, Motorola won its first Baldridge Award."

     "Companies of all types and sizes are in the midst of a quality revolution. GE saved $12 billion over five years and
      added $1 to its earnings per share. Honeywell (AlliedSignal) recorded more than $800 million in savings."

     "GE produces annual benefits of over $2.5 billion across the organization from Six Sigma."

     "Motorola reduced manufacturing costs by $1.4 billion from 1987-1994."

     "Six Sigma reportedly saved Motorola $15 billion over the last 11 years."

Who should attend?

     CEOs, Presidents, Project Managers, Team leaders/Members, Field Staff Members, Project Engineers, Design Engineers, Project Leaders and Administrators, Industrial Engineers, Program Managers, Manufacturing Engineers, Project Coordinators, Operating Managers, Functional Managers, Information Technology Professionals, Software Developers, Quality & Testing Engineers, Sales & Marketing professionals, Civil/Mechanical/Electrical engineers, Procurement specialists, Event mangers, R&D Managers, others involved directly or indirectly with Project Management, Quality assurance managers, BPO team leaders, and Executive leadership from Finance, Training, Communications, Human Resources and Quality who are interested in gaining a better understanding of manufacturing processes and reducing process variability in order to improve business success.

This includes:

     * Individuals who desire to enhance their professional development with the skills necessary to support Six
        Sigma projects.

      * Employees of companies that have deployed Six Sigma, who work with Black Belts, or who lead their own
        improvement projects. Companies that want to expand training across a wide range of employees to reduce
        costs and improve performance.

Course Structure (Classroom):

    This Lean Six Sigma Black Belt Workshop is a PMI approved Classroom study.

    * All classroom participants who are PMPs will earn 40 PDUs Certificate towards their CCR on the 5th day through
       this PMI approved PDU course.

     * Minitab, industry standard statistical software, will be used to demonstrate and apply to many six sigma
       problems throughout the course. This will be a very useful deliverable for later applications and six sigma
       projects.

    * All classroom participants will be given a CD of full Black Belt editable project template for their use. The CD
       contains DMAIC stages, simple explanations, some situational case studies, useful templates and Statistics 
       Software. This software useful to calculate sigma levels and to draw Excel charts.

     • Control Chart
     • Creating Control Charts Using Microsoft Excel
     • Editable Project Charter
     • Editable SIPOC Diagram
     • Project selection
     • QI-Statistics Software
     • Sample Size Calculator
     • Sigma Conversion Table
     • Six Sigma Sample Questions
     • Six Sigma Sample Project Report

Salient features of LSSBB course:

     * Hypothesis Testing – Additional practical examples
     * Statistical process control – Details
     * Sample size calculations
     * DOE (Design of Experiments) in detail with a practical exercise
     * Measurement System Analysis – Gage R&R studies
     * Learn how to deal with non-normal data
     * Hands on practice on Minitab software
     * There are excellent career growth opportunities for Black Belts which span across functions and industries

Date:  

    Click here to see current training schedule.

Duration:

    * 5 Continuous days 9.00 AM – 6.00 PM (OR)
    * 1 week day & 2 Week-ends (Sat / Sundays) 9.00 AM – 6.00 PM

Course fee for Lean Six Sigma
BLACK BELT Certification - CLASS ROOM:

    * Black Belt Certificate Only - Rs. 27,000 + 18% tax. only (for general professionals)
       To See a Sample Certificate. Click Here

    * Black Belt Certificate + 40 PDUs Certificate - Rs. 27,000 + 18% tax. only (optional item for PMPs only)
       To See a Sample PDUs Certificate. Click Here

PDUs Offered:

     Earn 40 PDUs (PMI Approved) - Click here to see PMI Approval.

Lean Six Sigma
BLACK BELT Final Exam:

    An open book paper based exam will be conducted on the final day of the course. The exam is conducted to measure the knowledge gained by the participants and to demonstrate the added confidence level out of this course. Candidates have to secure 50% of marks to issue the Lean Six Sigma BLACK BELT certificate.

Six Sigma
BLACK BELT Project Details:

      Please note that the projects for improvement can be from your own company (or) any other company. The projects can address the entire company are small portion (or) part (or) division (or) a small process of a business unit within the company. The candidates can also suggest project titles from their company for the faculty / instructors / suggestions (or) they can choose any one of the projects available at IIPM. IIPM will facilitate the collection of data and extend support staff services for the project period.

Lean Six Sigma Projects Guided by IIPM:

      1. Case management in Microsoft, Sutherland – A Case study - BPO Industry.

      2. Reducing Turn Around Time (TAT) of Production Support Request in Cambridge Solution – A Case
          study - Manufacturing Industry.

      3. Reduction of OLA Deviation in CVS processing in SIFY – A Case study - Software Industry.

      4. Reduction in Manufacturing of Flanges Production Turn Around Time (TAT)-A Case study-
          Construction/Fabrication Industry.

Some example projects are below.

     1) Registration process improvement.
     2) Defects and improvements in Training.
     3) Defects and improvement in online training.
     4) Customer Call registration Improvement.
     5) Training course-ware quality improvement.
     6) Admin and maintenance expenses improvement.
     7) MARKETING EXPENSES IMPROVEMENT: RETURN ON INVESTMENT (ROI).

     The participants can identify projects in their own organization and implement the DMAIC methodology and show significant improvement in organization. The Students shall review the projects with IIPM on monthly basis. Any questions clarifications can be discussed during the review. Sample project is available for all Online/Classroom registered participants.

Practical Hands-on Six Sigma Experiments

     The following practical hands-on experiments will be conducted and guided by Mr. Ari to reinforce the theoretical learning into practical application of six sigma concepts.

      1) Mistake proofing (Poke Yoke)
      2) Design of Experiments (DOE)
      3) Construction of Normal/Binomial Probability curve using a game of chance
      4) Accuracy Vs Precision
      5) 5S
      6) Reproducibility & Repeatability (Gage R&R)
      7) Failure Mode & Effects Analysis (FMEA)

Recent job opportunities for Lean Six Sigma Green Belts/Black Belts



 

Lean SIX SIGMA BLACK BELT CLASS ROOM COURSE CONTENTS
 

DAY 1: DEFINE PHASE [15 Questions]

Understanding Six Sigma
- Definitions
- History
- Strategy
- Problem Solving
- Roles & Responsibilities
  •Six Sigma Fundamentals
  •Selecting Projects
  •Elements of Waste
  •Wrap Up & Action Items

DAY 2: MEASURE STAGE [26 Questions]

Process Discovery
- Cause & Effect Diagrams
- Detailed Process Mapping
- FMEA

Six Sigma Statistics
- Basic Statistics
- Descriptive Statistics
- Normal Distribution
- Assessing Normality
- Special Cause / Common Cause
- Graphing Techniques

Measurement System analysis
- Basics of MSA
- Variables MSA
- Attribute MSA

Process Capability
- Continuous Capability
- Concept of Stability
- Attribute Capability

DAY 3: ANALYZE STAGE [24 Questions]

“X” Shifting
- Multi-Variate Analysis
- Classes and causes

Inferential Statistics
- Nature of Sampling
- Central Limit Theorem

Introduction to Hypothesis Testing
- Purpose of Hypothesis Testing
- Tests for Central Tendency
- Tests for variance
- ANOVA

Hypothesis Testing ND P1
- Sample Size
- Testing Means
- Analyzing Results

Hypothesis Testing ND P2

Hypothesis Testing NND P1

- Equal Variance Tests
- Tests for Medians

Hypothesis Testing NND P2

DAY 4: IMPROVE STAGE [23 Questions]

Process Modeling: Regression
- Correlation
- Introduction to Regression
- Simple Linear Regression

Design of Experiments
- Reasons for Experiments
- Graphical Analysis
- DOE Methodology

Experimental Methods
- Methodology
- Considerations
- Steps

Full Factorial Experiments
- Mathematical Models
- Balance and Orthogonality
- Fit and Diagnose Model
- Center Points

Fractional Factorial Experiments
- Designs
- Creation
- Generators
- Confounding & Resolution

Chapter 5: CONTROL STAGE [21 Questions]

Advanced Experiments

Advanced Capability

Lean Controls

- Vision of Lean Supporting Six Sigma
- Lean Tool Highlights
- Project Sustained Success

Defect Controls
- Realistic Tolerance and Six Sigma Design
- Process Automation or Interruption
- Poka-Yoke

Statistical Process Control (SPC)
- Elements and Purpose
- Methodology
- Special Cause Tests

Six Sigma Control Plans
- Solution Selection
- Control Plan Elements


Minitab Application

Case Study

Final Six Sigma Exam – Open book / Group Test

Six Sigma CD Demo

Certificate Distribution

General Q&A
 

* Source Courtesy: The Hindu - Business Line
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