Lean Sigma business black belt upgrade

INTRODUCTION

For accredited Green Belts, this programme provides the upgrade path to achieve Black Belt status, focusing on the advanced DMAIC tools that are required for more complex projects. The 2-block course format combines training inputs and practical exercises and case study simulations. Delegates are recommended to enter the programme with a suitable Lean Sigma project assigned, which should be progressed in parallel with training.

ACCREDITATION

The Smallpeice accreditation process for Lean Sigma Black Belts incorporates completing a project for formal assessment and passing a multi-choice examination.

BQF Accreditation Option: Smallpeice courses are also licensed for BQF (British Quality Foundation) accreditation, enabling candidates to achieve this external accreditation benchmark. The accreditation steps are as described above, with an additional £175 fee to cover the licensed accreditation route (Note: It is not necessary to decide which accreditation path is required before the start of the programme, and more details will be provided in Block 1).

BLOCK 1

DEFINE REVISITED

MEASURE PHASE

ANALYSE PHASE

October 4th

October 5th

October 6th

October 7th

October 8th

Course Introduction

• Expectations & objectives

• The role of a Black Belt

• Black Belt project selection

Define Phase Revisited

• Scoping complex cross-functional projects

• Use of quality function deployment to understand the voice of the customer

• Benefits calculation & tracking

• Planning for change

Managing your Black Belt Project

Advanced Data Collection Planning

• Planning data collection for Black Belt projects

• Sampling techniques revisited

• Gauge R&R using Minitab

• Checking the measurement system: Attribute Agreement Analysis

• Assessing process control for attribute and variable data

Advanced Statistics & Process Capability Revisited

• Basic statistics and probability revisited

• Probability distributions

• The central limit theorem

• Dealing with non-normal data

• Planning and communicating data analysis

• Process capability revisited – understanding long term and short term capabilities

• Use of Z bench capability metric

Use Of Statistical Process Control In A Transactional Environment

• Control charts for variable & attribute data

• Sub-group size and sampling frequency

• Generating control charts

• Practical implementation of control charts in the workplace

Graphical Analysis In Minitab

• Writing data analysis plans

• Minitab Graphical Tools revisited

• Case Study Exercise

Use Of Significance Testing To Verify The Root Cause

• Introduction to hypothesis testing

• Use of inferential statistics

• Significance testing route map

• Analysis of variable and attribute data

• Power & sample size

• Non-parametric techniques

BLOCK 2

IMPROVE PHASE

CONTROL PHASE

November 1st

November 2nd

November 3rd

November 4th

November 5th

Optimising the Process

• Regression Analysis

• Understanding correlation

• Introduction to simple linear regression

• Application in Lean Sigma Projects

• Introduction to multiple regression

Design Of Experiments

• Introduction to designed experiments (DOE)

• Applications of DOE techniques

• Basic system optimisation

• Screening techniques using DOE

Design the Future State

• Lean process design approach

• Future state value stream mapping revisited

• Flow processing techniques

• Implementing 'pull' in a service environment

• Lean layout

• Takt time, cycle time, standard work, daily management & use of Kanban in a transactional environment

• Use of visual management techniques

Barriers to Developing Flow

• Dealing with fluctuations in customer demand

• Dealing with functional silos – the role of the value stream manager

• Dealing with non repetitive work

• Dealing with complexity

Selling the Lean Vision

• Alternative approaches to developing and communicating the future state

• Building a business case

• Hint and tips for communicating the future state

Control

• Control phase techniques

• Embedding the change within the business

• Application of long term MSA

• Long-term control

Intro to DFSS

• Introduction to design for six sigma and the DMADV methodology

• Links to DMAIC

Leading & Developing Teams

• Role of the change leader

• Selection and forming of effective improvement teams

Implementing Change

• Putting the plan into action

• Monitor & control

• Managing resistance

Embedding Change

• New ways of working become the norm

• Maintaining momentum

• Transferring ownership

Anchoring the Change