This course addresses Lean Six Sigma philosophy and the body of knowledge required to obtain a Six Sigma Black Belt Certification. Students will learn the DMAIC structure of addressing problems – Define, Measure, Analyze, Improve, and Control. Key analytical concepts and statistical tools required in Six Sigma will be discussed. The program targets professionals from all fields seeking to obtain the CSSBB Certification.

  • Enterprise Leadership

  • Value of Six Sigma

  • Six Sigma Methodologies

  • Business Systems and processes

  • Deployment of Six Sigma

  • Process Inputs, Outputs and Feedback

  • Organizational Goals and Objectives

  • Agents of Change

  • Linking Projects to Organizational Goals

  • Why is change important?

  • Risk Analysis

  • Managing Change

  • Closed Loop Assessment/ Knowledge Management

  • Six Sigma Implementation Process

Week 1-2

Six Sigma and the Organization
Organizations exist for one purpose; to create value. The organization is considered to be effective if it satisfies customers and its shareholders. If the organization is able to add value with minimum resources, it becomes efficient. The role of Six Sigma is to assist management in producing the most value with the minimum amount of resources, that is, in achieving efficiency. The organization does this by applying scientific Six Sigma principles to processes and products like the DMAIC (Define-Measure-Analyze-Improve-Control) approach or the DFSS (Design for Six Sigma) approach to design efficient products or processes. A number of companies have found that upon embracing the Six Sigma initiative, the business enterprise prospers.

Week 3-4

Business Process Management
Coordination is imperative at all levels in all organizations. The right blend of all the elements is important to achieve a near perfect product and this is what a Six Sigma project strives for. The aim of any Six Sigma project is also to deliver defect-free products. The correct combination of the process elements and a disciplined approach to turn them into productive output is required. It is important to consider the generic process elements that may affect a product.

It would be better if the combination of the process elements is known. This would help determine the reasons as to what factors affect the product. Also, the Black Belts and Master Black Belts should be able to make out if alterations done to one element affect the other elements. The process elements that are resistant to change or which are most likely to get affected by unforeseen changes or events are also demarcated.

  • Process vs. Functional View

  • Establishing Customer Requirements

  • Process Elements

  • Goal Posts vs. Kano

  • Owners and Stakeholders

  • Quality Function Deployment

  • Project Management and Benefits

  • Big Ys Little Ys

  • Project Measures

  • Business Results

  • Voice of the Customer

  • Project Performance metrics

  • Identifying the Customer

  • Benchmarking

  • Collecting Customer Data

  • Financial Benefits

  • Analyzing Customer Data

Week 5-6

Project Management and Selecting Six Sigma Projects

  • Selecting the Right Projects

  • Team Facilitation

  • Project Management and Benefits

  • Team Performance Evaluation

  • Importance of Project Management

  • Team Effectiveness Tools

  • Project Characteristics

  • Negotiation and Conflict Resolution Techniques

  • Project Plan and Project Charter

  • Motivation Techniques

  • Charter/ Plan Elements

  • Organizational Roadblocks

  • Planning Tools (PERT, Gantt Chart, Tree Diagram)

  • Management and Planning Tools

  • Project Documentation

  • Affinity Diagrams

  • Charter Negotiation

  • Tree Diagrams

  • Six Sigma Team Leadership

  • Interrelationship Diagraphs

  • Team Initiation

  • Matrix Diagrams

  • Team Selection

  • Prioritization Matrix

  • Stages in Team Development

  • PDPC

  • Team Dynamics and Performance

  • Activity Network Diagrams

  • Team Member Roles and Responsibilities