Lean Six Sigma Black Belt for Manufacturing Organizations

This Lean Six Sigma program is designed specifically for manufacturing-focused organizations.

In becoming Lean Six Sigma Black Belts, attendees will learn how to lead Lean Six Sigma improvement teams. Participants will gain a strong knowledge of how to apply the Lean Six Sigma methodology to the improvement of manufacturing-based processes enabling cost reductions and improvements in productivity, quality and customer satisfaction. Participants receive 20 days of intensive, workshop-focused instruction.

Who should attend:
Individuals in manufacturing or related organizations who wish to utilize Lean Six Sigma Black Belt tools to drive cost reductions and improvements in quality, productivity and customer satisfaction.

Prerequisite: A basic knowledge of Algebra

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

Duration: 160 Hours – 20-day course (four sessions, non-concurrent weeks)

Course Content:

Introduction to Lean Six Sigma
This section introduces the Black Belt to the concepts of Lean Six Sigma. It creates an in-depth understanding of how Lean Six Sigma works and also provides an overview of the Lean Six Sigma program structure.

  • The Six Sigma Organization
    • Gaining a competitive advantage
    • Improving quality and productivity
    • The definition of quality
    • Variation reduction concepts
    • Process vs. product thinking
    • The DMAIC process
  • The Lean Organization
    • The production of product
    • Value-added vs. non-value added Non-value-added time and activities
    • Traditional business flow vs. lean business flow
    • “Muda” – types of waste
    • Why non-value-added work occurs
    • Impact on the bottom-line
  • How Lean integrates with and enhances Six Sigma
    • Key characteristics of Lean and Six Sigma
    • Understanding the impact of the Lean Six Sigma on productivity, quality, customer satisfaction & profitability
    • Value-added activities-on target, with minimum variation
    • Lean Six Sigma Systems – goals & objectives
    • The combined Lean Six Sigma model
  • How to effectively implement Lean Six Sigma in an organization
    • Cultural issues
    • Strategic issues
    • Tools issues
  • Lean Six Sigma Project Methodology Overview
    • Define
    • Measure
    • Analyze
    • Improve
    • Control

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

  • Project Selection
    • How to select appropriate projects
    • How to avoid inappropriate projects

  • Project Scoping
    • Avoiding scope creep
    • Aligning resources

  • Defining Customer requirements

  • Developing a comprehensive Project Charter
    • Problem statement, goal statement, objectives, business case and milestones
    • Baselining the process

  • Value-Stream-Mapping (VSM)
    • Understanding the concepts of value streams
    • The difference between process & value-stream maps
    • Identifying the value stream
    • Mapping tips
    • Choosing the mapping team
    • Typical steps in creating a current (“as-is”) Value-Stream map
    • Current state map analysis

  • Project Planning

Measure
This topic provides coverage of measurement assessment and Lean Six Sigma data collection. Core tools center on what date to collect as well as the assessment of measurement system accuracy, precision and linearity.

  • Lean/VSM measurements and data
  • Process time vs. total throughput time
  • Takt time data
  • Identifying non-value-added elements
  • Identifying Measurements
    • Input/output matrices
    • Data collection planning tools and check sheets

  • How to Collect Data
    • Propriety of data collection
    • Collecting data over time

  • Measurement discrimination
    • Attribute vs. measurements data
    • How much discrimination is needed

  • Measurement System Assessment
    • Variables data overview
      • Gage R&R studies
      • Bias studies
      • Linearity studies
    • Attribute Data
      • Short method
      • 2x2 matrices
      • Logistic regression

Analyze
This statistically intensive section of the Black Belt training provides the participant with a comprehensive array of tools used to drive to root causes and optimize processes. Participants receive a firm grounding in basic core Lean and Six Sigma tools as well as advanced tools such as designed experiments and applied statistics.

  • Core Quality Tools
    • Pareto charts
    • Trend charts
    • Run charts
    • Histograms
    • Box Plots
    • Brainstorming and affinity diagrams
    • Prioritization tools
    • Force field analysis
    • Cause and effect diagrams
    • Check sheets
    • Is/is not analysis
    • Scatter plot
    • 5 whys
  • Lean Analyses
    • Value Stream Analysis and future state value stream maps
    • Calculating process times vs. total throughput times
    • TAKT time calculation
    • Identifying non-value-added elements
  • Introduction to Statistics
    • Types of data
    • Measures of location, spread and shape
    • Testing for normality
  • Statistical Process Control
    • Control chart concepts (process vs. product revisited)
    • Key variation concepts
    • Variables data control charting
      • Advantages of variables data
      • X and Rm charts
      • X-bar and R charts
    • Attribute data charts
      • Shortcomings of attribute data
      • p chart
      • np chart
      • c chart
      • u chart
    • Rational sampling
    • Process capability
      • Use of Z values
      • Indices
      • Capability indices

  • Applied Statistics
    • 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
      • Paired data analysis
    • 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
    • Non-parametric tests
      • Comparing two processes
        • Sign test
        • Mann-Whitney
        • Mood’s median test
        • Kolmogorov-Smirnov
      • Comparing more than two processes
        • Kruskal-Wallis
        • Mood’s median test
    • 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
      • Terms
      • The DOE process
    • Planning an experiment
      • Key considerations
      • Sequence of steps
      • Propriety of conduct
      • DOE checklists
    • Full Factorial Designs
      • Two factor designs (introduction to full factorials)
      • Understanding interactions
      • Understanding curvature
      • Calculating effects
      • Full factorial worksheets
    • Judging the importance of signals
      • MSFE calculations
      • Graphical techniques
      • Judging significance for:
        • Location
        • Spread - f statistic and transforming data
        • Proportion and counts - transforming data
    • Model building
      • First order models
      • Second order models
      • Building the model
      • Analysis of residuals
    • Fractional factorial designs
      • Confounding patterns
      • Analysis of fractional designs
      • Reflected designs
    • DOE Workshop

Improve
This phase of the Lean Six Sigma process is focused on selecting and implementing process improvements to achieve or exceed project goals. Key focus is on Lean tools and methods that can drive process improvements.

  • Selecting Improvements
    • Utilization of data
    • Brainstorming
    • Prioritization tools
  • Effective layout & design
    • Cell layout
    • Cross-training
    • Skill matrix
  • 5S
    • Basic objectives of 5S
    • Typical 5S improvements
    • The 5S Elements
      • Sort
      • Set In Order
      • Shine
      • Standardize
      • Sustain
    • The 5S Audit Process
  • Pull Systems
    • Push vs. Pull
    • Understanding flow
    • Pull system design
    • Setting up a Kanban system
    • Signaling requirements
    • Kanban types

  • LevelScheduling

  • Standardized Work
    • Work instructions
    • Work schedule
    • QC manuals
    • Equipment/Tool checklists
    • Performance charts

  • Poke-yoke (mistake proofing)
    • Types of Poke-Yoke Systems
    • Poke-Yoke regulatory systems
      • Control Methods
      • Warning Methods
    • Poke-Yoke setting functions
      • Contact Methods
      • Fixed-value Methods
      • Motion-step methods
    • Using Poke-Yoke systems

  • Kaizen (Continuous Improvement)
    • Kaizen Overview
    • Group-oriented Kaizen
    • Selecting Kaizen areas
    • The Kaizen flow & tools
    • The Kaizen Check-list

  • Maintaining Tools and Equipment
    • Maximize equipment & tool life
    • Total Life-Cycle costs
    • Predict future issues and take measurements to prevent them

  • Point of use inventory
    • Understanding workplace requirements
    • The “Supermarket” concept
    • Kanban carts & cards

  • Changeover (Turn-around time) reduction
    • Changeover/setup time defined
    • Internal vs. external setup elements
    • 5 “Traditional” setup steps
    • Setup reduction improvement program
      • Separate internal & external elements
      • Convert internal into external activities
      • Streamline all activities
      • Document internal & external procedures

Control
Participants receive multiple methodologies to ensure that the project gains remain effective and in place to maximize benefit to the organization.

  • Change Management
    • Empowering & enabling employees
      People and change

  • The Visual Workplace
    • Visual documentation
    • Visual output control
    • Visual quality control
    • Displaying indicators (Scorecards)

  • Document Control
    • Quality system documents
    • FMEAs
    • Other documents

  • Control Charts

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