Course: Six Sigma Black Belt - updated

$719.00

$869.99 incl. vat

duration: 84 hours |

Language: English (US) |

access duration: 180 days |

Details

In this online Six Sigma training / course you will learn to work with the DMAIC (define, measure, analyze, improve and control) method to lead more complex improvement projects.

This is a systematic way of streamlining business processes, gaining insight into change processes and managing them in the right direction.

This course is focused on the Black Belt level. As a Six Sigma Black Belt you are able to coach Green Belts and coach managers.

In this course the following topics will be discussed: Lean, team management and all DMAIC components.

Result

You are familiar with the Six Sigma methodology at the level of Black Belt. In particular, you learn to know the principles of the DMAIC (define, measure, analyze, improve and control) method.

This training is also tailored to the ASQ Certified Six Sigma Black Belt certification and is meant to help you prepare for the exam.

Prerequisites

You have followed the Green Belt training or you have comparable knowledge.

Target audience

Project Manager, Manager, Team Leader

Content

Six Sigma Black Belt - updated

84 hours

Fundamentals of Lean and Six Sigma and their Applications

sequence key developments in the evolution of continuous improvement methodologies
recognize the impact of other continuous improvement methodologies on Six Sigma and Lean
distinguish between the Lean and Six Sigma improvement methodologies
recognize the best approach for integrating Lean and Six Sigma initiatives, given basic organizational conditions
match Lean tools with the Six Sigma stages they align to
classify a business process as a core process or support process and identify what makes it so
categorize examples of stakeholders
recognize how Lean Six Sigma was applied to a manufacturing process in a given scenario
recognize characteristics and quality considerations that are unique to service organizations
categorize examples of the three key aspects of service quality
recognize examples of service industry activities that would be good candidates for a Lean Six Sigma initiative

Six Sigma Project Selection, Roles, and Responsibilities

distinguish between "evolutionary" and "revolutionary" improvement methodologies
identify common reasons for deciding not to implement Six Sigma when analyzing an organization from a high level
match each stage in a Six Sigma readiness assessment with the types of questions that would be asked
recognize the sources and characteristics of potential Six Sigma projects
determine whether an organization has correctly carried out the Six Sigma project selection process
recognize conditions under which Lean kaizen events would be advantageous for an organization
choose a Lean kaizen event project based on information gathered in the project selection process
sequence examples of the steps for selecting a Lean kaizen event
recognize how alternative improvement methodologies are used
recognize how the balanced scorecard approach can be used in aligning projects with organizational goals
recognize project metrics that align with organizational goals as represented by the balanced scorecard
match characteristics of successful project metrics to examples
recognize Six Sigma stakeholders from their roles and relationships
recognize functional characteristics of the Black Belt role
match Black Belt roles with examples of Black Belt performance
recognize key qualities and qualifications in a Black Belt candidate

Six Sigma Strategic Planning and Deployment

identify the goals of strategic planning in Lean Six Sigma
identify how Hoshin Kanri is applied in Six Sigma strategic planning
sequence the steps using portfolio analysis to prioritize a potential Six Sigma project
recognize the strategic goal of portfolio architecting
identify examples of the kinds of questions asked during a SWOT analysis
recognize the techniques associated with each stage of conducting a feasibility study
recognize examples of each area of a PEST analysis
recognize the importance of business continuity and contingency planning in strategic planning
match Six Sigma leadership levels with examples of their roles
recognize the performance of key enterprise leadership responsibilities in a given scenario
distinguish between enterprise leadership roles and Six Sigma team leadership roles
recognize accurately classified organizational roadblocks in a Six Sigma initiative
identify examples of tactical error organizational roadblocks
classify examples of organizational changes brought about by Six Sigma
identify effective approaches for overcoming resistance in a given scenario
match types of resistance to examples of people exhibiting them
identify the strategies that should be used to continue managing a change initiative in a given scenario

Impact on Stakeholders and Benchmarking for Six Sigma

recognize the steps in creating an action plan for analyzing Six Sigma stakeholders
recognize the impact of Six Sigma projects on different categories of stakeholders
distinguish realities about benchmarking from misconceptions
recognize the goals and use of key benchmarking approaches
characterize the source and scope of a benchmarking target
recognize how benchmarking can benefit a Six Sigma project
match the phases of the benchmarking process with the steps performed in them
identify recommendations for ethical conduct in benchmarking

Using Business and Financial Measures in Six Sigma

identify the important attributes of key performance indicators
recognize steps carried out during the three phases of a Six Sigma effort
recognize how leading and lagging indicators are connected to organizational goals and strategies
identify the importance of understanding the financial impact of customer loyalty
calculate revenue growth, market share, and margin from a given dataset
distinguish between types of project costs and benefits
sequence the steps in cost-benefit analysis
calculate ROI in a given Six Sigma scenario
use the net present value (NPV) calculation to decide whether to implement a potential Six Sigma project
match components of the present value formula to descriptions

Six Sigma Team Dynamics, Roles, and Success Factors

determine the best team model for a given scenario
match team types with statements describing their best applications
recognize the team types that work best for different constraints
recognize Belbin roles played by team members in a given scenario
associate the nine Belbin team roles with their strengths and allowable weaknesses
recognize good recommendations for team selection
recognize which critical success factors need improvement in a team scenario
match critical success factors with descriptions of how they are fulfilled in a team
associate Six Sigma team members with the training they should receive in preparation for launching a team project
identify activities that should be an established part of all team meetings
identify appropriate suggestions for dealing with symptoms of team challenges in a given scenario
associate examples of team problems with the virtual team challenges they symptomize

Six Sigma Team Facilitation and Leadership

recognize which motivation theory is guiding a team leader's assumptions in a given scenario
distinguish between modern motivation theories
recognize how to overcome factors that demotivate project team members
recognize examples of theory-based motivational techniques that are applied in the organization
recognize examples of how motivational techniques are applied to empower employees
match situational leadership styles to examples of when they should be used
distinguish between the basic leadership approaches
match team members' feelings at each stage with stage-appropriate facilitation approaches
recognize examples of good communication practices for team facilitation
sort communications information into sections of a communications plan
identify the scope of key types of information in a communication plan
choose communication tools that will meet team leaders' objectives in a given scenario
identify the characteristics of A3 reports

Six Sigma Team Dynamics and Training

identify how teams leaders should handle groupthink or risky-shift forms of maladaptive behavior
identify key functions of team leads in managing team behavior
recognize issues and conditions that are likely to spark conflict
choose the best conflict-resolution approach and recognize the steps for resolving the conflict, in a given scenario
suggest techniques for improved management of meetings in a given scenario
recognize key elements of team meetings
match decision-making tools to team situations in which they should be used
identify the Lean Six Sigma Black Belt's training responsibilities
recognize steps involved in implementing an effective training curriculum
identify the basic components of a training plan
identify the essential requirements of Six Sigma training
distinguish between modes of training
describe key learning theories
recognize the characteristics of Six Sigma certification
recognize techniques to evaluate training
recognize why it's important to get feedback on training effectiveness

Determining Requirements by Listening to the Voice of the Customer in Six Sigma

match the voice of the customer (VOC) strategy tasks to their descriptions
identify how to perform different aspects of a customer-segmentation analysis in a given scenario
identify examples of the three main customer-segmentation criteria
recognize considerations associated with gathering customer data
determine the most appropriate customer data collection method to use in a given scenario
recognize key concepts related to the measures for ensuring validity and reliability of data collection outcomes
identify the definitions of key terminology associated with validity, reliability, and margin of error in data collection
recognize how various tools are used to identify and analyze customer requirements
identify the characteristics of CTx requirements
classify CTx requirements in a given scenario
categorize elements of a process improvement project within a SIPOC diagram

Six Sigma Business Case, Project Charter, and Tools

recognize steps in developing a business case for Six Sigma
project charter
determine whether a problem statement adequately describes the
problem and recommend changes for improvement if needed
identify the best practices for determining project scope
assess project goal statements using the SMART criteria
identify examples of considerations related to the key
performance measurement areas in a Six Sigma project
match the steps in a Six Sigma project performance review to
their related activities
identify key concepts related to Six Sigma project tracking
tools
recognize how to organize a work breakdown structure
identify the purposes of the work breakdown structure
assign roles and responsibilities using the RACI model
select analytical tools for team use in a given scenario

Process Flow Metrics and Analysis Tools for Six Sigma

calculate rankings and match input variables to their relative
significance
use the formula for calculating process cycle efficiency
(PCE)
calculate the desired amount of work in process (WIP) and
predict the consequent improvement in PCE
identify the benefits of reducing WIP
match value flow concepts to definitions
calculate takt time and determine the best option for
streamlining a process to meet customer demand, in a given
scenario
recognize examples of how "hidden factories" negatively impact
organizational processes
identify steps for creating a spaghetti diagram
recognize best practices for using a gemba walk
match process analysis tools to descriptions of their use
sequence activities involved in conducting a value stream
analysis
interpret elements of a value stream map

Data Types, Sampling, Collection, and Measurement in Six Sigma

determine what type of data to collect in a given scenario
match measurement tool categories to descriptions
recognize an example of the correct application of the rule of
ten
match measurement scales to associated statistical analysis
tools
match sampling methods with applications suitable to their
use
recognize appropriate applications of subgroup and block
sampling
recognize the use of best practices for ensuring data accuracy
and integrity in data collection
label types of measurement system studies according to whether
they test accuracy or precision
recognize the use of best practices for ensuring data accuracy
and integrity in data collection
sequence the steps in a process for cleaning data
identify the advantages of automated data collection
sequence the steps in the data mining process

Six Sigma Measurement Systems and Metrology

classify the source of error in a measurement scenario
recognize the components and meaning of measurement error
recognize how an instrument's attributes should be considered when setting calibration intervals
recognize the appropriate consideration of required elements for developing a traceability document
use agreement values to interpret measurement data, in a given scenario
calculate and interpret bias as a percentage of tolerance, in a given scenario
interpret a linearity plot
assess the stability status of a measurement system based on an x bar and R chart
use the formulas for repeatability and reproducibility to evaluate a measurement system, in a given scenario
match examples of performance measures to functional areas
identify considerations related to measurement in a service context

Using Basic Statistics and Graphical Methods in Six Sigma

match measures of central tendency to their characteristic
advantages and limitations
calculate measures of dispersion in a given scenario
construct a cumulative frequency diagram in a given
scenario
recognize how to set class intervals for frequency
distributions
predict and interpret the histogram shape that would result
from a given frequency distribution
recognize how to use normal probability plots to determine
whether data is normally distributed
identify statements that reflect correct interpretations of a
complex box plot
identify the best interpretation of a given run chart
recognize how to use a scatter plot to find the optimum target
value and tolerance zones for a process parameter
recognize the significance of the central limit theorem for
inferential statistics
recognize the significance of central limit theorem in the
application of hypothesis tests
match tools for drawing valid statistical conclusions to
descriptions of their use

Probability and Probability Distributions in Six Sigma

calculate the probability of compound events in a given scenario
use the appropriate formula to calculate the number of combinations or permutations in a given scenario
choose the appropriate discrete distribution for a given study
identify equivalent approximations and conditions under which they hold true
choose the most suitable continuous probability distribution to use for a given scenario
recognize the characteristics and applications of lognormal, exponential, Weibull, and bivariate distributions
choose the appropriate distribution formula and use it to find probability, for a given scenario
use the Z-score formula and normalized Z-table to calculate cumulative probability of a value, in a given scenario
calculate the mean and standard deviation for binomial data
calculate probability using the hypergeometric distribution formula
recognize whether or not the hypergeometric distribution should be used and why, in a given scenario
match Chi-square, Student's t-distribution, and F distribution to descriptions of when they are typically applied

Determining Process Performance and Capability in Six Sigma

recognize how specification limits, process limits, and process
spread help determine process capability
calculate process performance using metrics for yield, defect,
and sigma levels
use appropriate process capability and performance indices to
assess a given process
identify suitable approaches for identifying characteristics,
tolerances, and specifications in a process capability study
match methods of testing normality to their descriptions
recognize the characteristics of short-term and long-term
capability
recognize how to process non-normal data in a capability
study
match attribute control charts with the circumstances in which
they can be used to determine process capability

Measuring and Modeling Relationships between Variables in Six Sigma

calculate and interpret the correlation coefficient r
recognize the characteristics exhibited by a given scatter
diagram
recognize key considerations related to correlation
analysis
calculate and interpret the equation for the line of least
squares in a given scenario
use the p-value method to validate a hypothesis test for a
given regression equation
interpret graphs used to perform a residual analysis

Basics of Hypothesis Testing and Tests for Means in Six Sigma

use key hypothesis testing concepts to interpret a testing scenario
recognize the implications of a hypothesis test result for statistical and practical significance
use the margin of error formula to determine sample size for a given alpha risk level
match definitions to key attributes of point estimates
distinguish between statements expressing confidence, tolerance, and prediction intervals
recognize how confidence intervals are used in statistical analysis
calculate the confidence interval for the mean and interpret the results in a given scenario
calculate the tolerance interval in a given scenario
perform key steps in a one-sample hypothesis test for means, and interpret the result
test a hypothesis using a two-sample test for means

Tests for Variances and Proportions, ANOVA, and Goodness-of-fit in Six Sigma

perform key steps in a hypothesis test for proportions, and interpret the results
perform key steps in a one-sample hypothesis test for variance, and interpret the results
distinguish between characteristics of one-sample tests for variance and two-sample tests for variance
perform key steps in a one-way ANOVA and interpret the results
interpret results in a two-way ANOVA
recognize examples of business problems that warrant a two-way ANOVA
determine whether a goodness-of-fit test was calculated and interpreted correctly
identify business problems or organizational questions that are suitable for a goodness-of-fit test
use a contingency table to test the relationship between two variables
identify statements that describe the purpose of contingency tables

Multivariate Tools and Nonparametric Tests in Six Sigma

interpret factor scores as part of factor analysis (FA)
interpret the results of a discriminant analysis
interpret the results of a multiple analysis of variance
(MANOVA)
identify statements that define nonparametric tests
recognize situational factors that call for a nonparametric
method and choose the appropriate test, in a given scenario
identify the limitations of nonparametric tests
select the situation that is best suited for a Kruskal-Wallis
test
validate a hypothesis by performing a Kruskal-Wallis test
recognize examples of business problems that are suitable for a
Mann-Whitney test and identify the assumptions that must hold
true
validate a hypothesis by calculating the Mann-Whitney test
statistic and interpreting the result
recognize how the test statistic is calculated for a
Mann-Whitney test

FMEA and Other Nonstatistical Analysis Methods in Six Sigma

interpret a failure modes and effects analysis (FMEA) worksheet
to prioritize failures for improvement
recognize the distinctions and relationships between Process
FMEAs and Design FMEAs
calculate the risk priority number (RPN) for a given cause of
failure
identify the purpose of gap analysis in Six Sigma
sequence examples of the performance of each step in a gap
analysis
recognize activities performed in the scenario planning
process
identify the characteristics of scenario planning
match suggested steps in a root cause analysis to associated
activities
identify errors made by a team conducting a 5 Whys analysis, in
a given scenario
interpret a fault tree analysis (FTA)
classify situations as more suitable for fault tree analysis
(FTA) or for failure modes and effects analysis (FMEA)
recognize the type of waste expressed in a conventional
statement and associate it with Lean Six Sigma thinking for
eliminating that waste

Understanding DOE and Planning Experiments in Six Sigma

identify the purposes of design of experiments (DOE)
match key design of experiments (DOE) concepts with
examples
recognize a balanced experiment from its design table
recognize factors that should be blocked and randomized in a
given scenario
distinguish between reasons for using repetition and
replication
calculate the interaction effect between factors in a given
scenario and determine its significance
recognize the role of power in an experiment
match common experimental resolution levels to
descriptions
classify the goal of an experiment, in a given scenario
identify recommendations for choosing responses, factors, and
levels in an experiment
identify considerations related to measurement methods in
DOE
choose an experimental design in a given scenario
recognize the differences between full and fractional factorial
designs

Designing, Conducting, and Analyzing Experiments in Six Sigma

determine whether a chosen design is a full factorial design
that can meet resolution requirements, in a given scenario
recognize the characteristics of an experiment, represented by
a given run table
calculate the number of runs in a given experiment
calculate an estimate of a main effect in a full factorial
experiment
based on results from a full factorial experiment, recognize
which terms should be included in the model
recognize circumstances suitable for a fractional factorial
design
recognize the design implications of a proposed fractional
factorial experiment
interpret an interaction plot
identify conditions that recommend a randomized block
design
identify the trial pattern that will fully randomize a given
block design
identify the characteristics of Latin square designs
recognize which experimental factors are significant in the
results of a Latin square design

Lean Improvement Methods and Implementation Planning in Six Sigma

identify best practices and methods associated with Lean
tools
identify characteristics of cycle-time reduction tools and the
steps in SMED
recognize the characteristics of heijunka
recognize examples of activities typically performed during
each day of a kaizen blitz
recognize how to apply Theory of Constraints concepts to help
analyze process throughput and alleviate bottlenecks
calculate overall equipment effectiveness (OEE)
determine whether best practices are followed for a pilot test,
given a scenario
sequence the steps in conducting a simulation
select an optimum solution

Statistical Process Control (SPC) and Control Charts in Six Sigma

recognize the objectives of statistical process control
(SPC)
recognize key concepts related to the use of SPC
recognize examples of variables that are good candidates for
statistical process control
select the best option for rational subgrouping, in a given
scenario
recognize the description of the rational subgrouping
principle
identify considerations for determining appropriate subgroup
size
use the appropriate control chart to determine upper and lower
limits for a given process
recognize suitable applications for moving average charts
calculate moving averages
identify key concepts related to the use of short-run SPC
charts
determine appropriate corrective actions for the trend
exhibited in a given control chart

Using Lean Control Tools and Maintaining Controls in Six Sigma

recognize statements that reflect the goals and features of
total productive maintenance (TPM)
sequence the steps recommended for implementing total
productive maintenance (TPM)
sequence descriptions of the stages of small group
development
recognize the basic goal of a sample element from visual
controls
recognize the advantages of using basic visual controls rather
than sophisticated IT tools
recognize how various factors influence the decision to improve
a measurement system in a given scenario
recognize why it is necessary to perform a measurement system
re-analysis after a successful process improvement initiative
recognize the effect of reduced process variation on
measurement system performance metrics
identify characteristics of a control plan
match control plan improvement goals with tasks carried out at
each stage
recognize examples of information typically included in a
control plan
identify actions involved in transferring responsibility from
the Six Sigma team to the process owner

Sustaining Six Sigma Improvements

identify the overarching benefit of conducting a postmortem
analysis in a Six Sigma project
determine what a Black Belt should have done differently in
scheduling and selecting participants for a postmortem analysis, in
a given scenario
recognize the key objectives of conducting and presenting the
results of a postmortem
match examples of planning considerations to the aspect of
training they help you to plan
identify elements that enhance communication in a training
session
recognize examples of recommended presentation practices in a
given training scenario
identify good practices associated with evaluating and
following up on training
identify the characteristics of effective documentation
rank four types of documentation according to the documentation
hierarchy
distinguish between types of documentation by recognizing
examples of information suitable for each
recognize the best strategy for ongoing evaluation
recognize how control charts, controls plans, and lagging and
leading indicators can be used in monitoring and evaluation

Common DFSS Methodologies, Design for X, and Robust Designs

match new-product terms to examples
determine whether or not DFSS is appropriate for a given
situation, and why
identify tools and approaches that are included in DFSS
methodology
match the steps of the DMADOV methodology with the questions
asked and activities performed in them
identify key requirements of a DFX initiative
identify the definition of Design for X (DFX)
match design for manufacturability and producibility strategies
to examples of their practical implementation
recognize how to set and use target cost when designing for
cost
recognize valid circumstances for readjusting a target
cost
match DFX characteristics to associated strategies for
design
identify the goals of robust design
use tolerance design calculations to determine tolerance
specifications in a given scenario
distinguish between worst-case tolerancing and statistical
tolerancing approaches

Course options

We offer several optional training products to enhance your learning experience. If you are planning to use our training course in preperation for an official exam then whe highly recommend using these optional training products to ensure an optimal learning experience. Sometimes there is only a practice exam or/and practice lab available.

Optional practice exam (trial exam)

To supplement this training course you may add a special practice exam. This practice exam comprises a number of trial exams which are very similar to the real exam, both in terms of form and content. This is the ultimate way to test whether you are ready for the exam.

Optional practice lab

To supplement this training course you may add a special practice lab. You perform the tasks on real hardware and/or software applicable to your Lab. The labs are fully hosted in our cloud. The only thing you need to use our practice labs is a web browser. In the LiveLab environment you will find exercises which you can start immediately. The lab enviromentconsist of complete networks containing for example, clients, servers,etc. This is the ultimate way to gain extensive hands-on experience.

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