# Lean Six Sigma Black Belt

## Lean Six Sigma Black Belt (LSSBB) certification focuses on testing students on their comprehensive understanding of the various Six Sigma tools and techniques in conjunction with Lean.

**Council for Six Sigma Certification: Black Belt Training Body of Knowledge (CSSC)**

Black Belts are considered the leaders within a Six Sigma team. Part of their duty is to oversee what other members (Green and Yellow Belts) have accomplished and keep all team members on track to reach goals and deadlines. Their primary task is project management; they are the individuals who define a Six Sigma project and its scope. It is their task to set goals and timelines for the project as well as constantly update executives and stakeholders of the current status of the business. Additionally, they often exhibit excellent communication skills and take on the role of the ‘change agent’ within their organization.

Since they are given a lot of responsibility within a Six Sigma Team, it is a requirement for these individuals to undergo training and earn sufficient experience in the form of leading Six Sigma Projects. These experts are well rounded in their knowledge of financial and statistical analysis, project management, and Six Sigma Tools. This knowledge and experience enables them to perform a wider range of tasks. Six Sigma Black Belts are often sought after and are highly employable because of these characteristics.

**What is Six Sigma?**

- Data Driven Processes and Decisions
- Decision Making Without Six Sigma
- Decision Making With Six Sigma
- Defining Six Sigma
- Real World Examples
- Calculating Sigma Level
- Sigma Level Is Not a Final Indicator
- Common Six Sigma Principles
- Customer-Focused Improvement
- Value Streams
- Continuous Process Improvement
- Variation
- Removing Waste
- Equipping People
- Controlling the Process
- Challenges of Six Sigma
- Lack of Support
- Lack of Resources or Knowledge
- Poor Project Execution
- Data Access Issues
- Concerns about Using Six Sigma in a Specific Industry

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**Six Sigma History and Application**

- The Development of Statistical Process Control
- Continuous Process Improvement: Toyota and Lean
- Motorola’s Focus on Defects
- ABB, Allied Signal, and General Electric
- Continued Growth of Six Sigma
- Applying Six Sigma Knowledge
- The Levels of Six Sigma Certification
- White Belt
- Yellow Belt
- Green Belt
- Black Belt
- Master Black Belt
- Certification Exams

**Other Process Improvement and Quality Methods**

- Other Formal Quality or Process Improvement Programs
- Lean Process Management
- Total Quality Management
- Business Process Reengineering
- Rummler-Brache
- Scrum
- The Customer Experience Management Method (CEM)
- JumpStart
- When to Choose Six Sigma
- When Facing the Unknown
- When Problems Are Widespread and Not Defined
- When Solving Complex Problems
- When Costs Are Closely Tied to Processes

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**Lean Concepts**

- The Seven Muda
- Overproduction
- Correction
- Inventory
- Motion
- Conveyance
- Over-Processing
- Waiting
- Other Forms of Waste
- Talent
- Ideas
- Capital/Cash
- Two Types of Muda
- Type I Muda
- Type II Muda
- 5S
- Phase I: Sort
- Phase 2: Straighten
- Phase 3: Shine
- Phase 4: Standardize
- Phase 5: Sustain
- Just-in-Time Manufacturing
- Lean Concepts Crop Up in Many Improvement Methodologies

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**Basic Six Sigma Concepts**

- Standard Deviation
- The Pareto Principle
- Creating a Basic Pareto Chart in Excel
- Voice of the Customer
- Building a VOC Campaign
- Selecting the Right VOC Tools
- The Likert Scale
- Basic Metrics
- Defects per Million Opportunities
- Defects per Unit
- First Time Yield (FTY)
- Rolled Throughput Yield (RTY)

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**Approaching the Problem**

- Problem Functions: y = f(x)
- The 5 Whys
- When to Use 5 Whys
- Conducting a 5 Whys Session
- Creating a Problem Statement
- Example of a Strong Problem Statement
- Example of a Weak Problem Statement
- Writing Your Own Problem Statement
- Problem Statements Lead to Objective Statements/Goals

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**What is a Process?**

- What is a Process?
- Four Layers of the Process Definition
- The Steps
- Processing Time
- Interdependencies
- Resources and Assignment
- Major Process Components
- Inputs
- Outputs
- Events
- Tasks
- Decisions
- All Components Are Related
- Process Owners
- What does a process owner do?
- Data
- Defining Process Components: The SIPOC
- Benefits of a SIPOC Diagram
- Creating a SIPOC Diagram
- Tips for a SIPOC Brainstorming Session
- Sample SIPOC Diagrams
- Business-Level SIPOC Diagram
- SIPOC of an Automated Process
- SIPOC with Enablers Noted
- Create Your Own SIPOC Diagram

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**Quality**

- Critical to Quality Characteristics
- Why Identify CTQs?
- Using a CTQ Tree to Convert Customer Needs to Quality Metrics
- The CoQ and the CoPQ
- The Cost of Poor Quality
- Calculating the Cost of Poor Quality
- The Cost of Quality
- Calculating the Cost of Quality
- The Cost of Quality and Six Sigma
- Managing Cost of Quality
- Quality is Critical to Success

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**Selecting the Right Projects**

- Juggling the Right Amount of Projects
- Enterprise-Level Selection Process
- The Project Viability Model
- Project Selection at a Process Level
- See For Yourself

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**Basic Six Sigma Team Management**

- Building a Six Sigma Team
- Team Member Roles
- Timelines, Scheduling, and Milestones
- Phase-Based Timeline
- Critical Path Method
- Milestone Meetings
- Budgets
- Defined Measures of Success

** **

**Introduction to DMAIC and DMADV**

- DMAIC versus DMADV
- Define
- Measure
- Analyze
- Improve
- Control
- Design
- Verify
- Breaking Up the Elephant

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**Define**

- Creating a Project Charter
- Benefits of an Organizational Team Charter Template
- Details for Charter Elements
- Review the Charter with Success in Mind
- Project Ground Rules
- Define Toolset
- Stakeholder Analysis
- In and Out of the Box Method
- Is/Is Not Matrix
- Define Tollgate Checklist

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**Measure**

- Failure Modes and Effect Analysis
- Collecting Data
- Continuous Versus Discrete Data
- Levels of Data
- Choosing the Best Measurement Systems
- Gage R&R
- Collecting Data
- Delivering a Baseline Metric
- Measure Tollgate Checklist

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**Analyze**

- Root Cause Analysis
- The Cause and Effect, or Fishbone, Diagram
- Root Cause Verification Matrix
- Graphical Analysis
- Statistical Analysis
- Analyze Tollgate Checklist

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**Improve**

- Solutions Selection Matrix
- Cost Benefit Analysis
- Piloting a Solution
- Planning Implementation
- Documentation
- Training
- Transition
- Improve Tollgate Checklist

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**Control**

- Revise FMEA
- Create a Control Plan
- Visual Management
- SPC Charts
- Control Versus Capability
- Team Celebration and Reflection
- Control Tollgate Checklist

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**Intermediate Graphical Analysis**

- Additional Graphical Analysis Tools
- Bar Charts
- Pie Charts
- X Y Scatter Diagrams
- Creating an X-Bar Control Chart without Statistical Software
- Adding Free Data Analysis Tools to Excel

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**Normal Probability Distributions**

- Probability Distributions
- Applying Basic Probability Concepts to Six Sigma Analysis
- Histograms
- Creating a Histogram in Excel
- Normal Distributions
- Normality Testing in Excel: Chi-Squared Goodness-of-Fit Test
- Normal Probabilities

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**Correlation and Regression**

- Correlation
- The Correlation Coefficient
- Calculating Correlation Coefficient in Excel: Two Methods
- Linear Regression Analysis
- Analyzing Regression Using the Data Analysis ToolPak
- Using Correlation and Regression in Six Sigma

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**Non-Normal Probability Distributions**

- Reviewing Normal Probability Distributions
- Non-Normal Continuous Distributions
- Lognormal Distribution
- Weibull Distribution
- Other Types of Continuous Distributions
- Non-Normal Discrete Distributions
- Binomial Distribution
- Poisson Distribution
- Other Types of Discrete Distributions
- Applying Data to Real-World Situations

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**Hypothesis Testing**

- Hypothesis Test Basics
- Selecting the Right Hypothesis Test
- Hypothesis Tests for Discrete Data
- Hypothesis Tests for Continuous Normal Data
- Hypothesis Tests for Continuous Non-Normal Data
- Why Run Hypothesis Tests
- Running Hypothesis Tests
- Hypothesis Test Examples
- Hypothesis Testing in Analyze, Improve, and Control
- A Review of Hypothesis Testing Terms

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**Sample Size**

- A Review of Hypothesis Testing Errors
- What Information is Required for Choosing Sample Size?
- Guidelines for Setting Various Numbers When Calculating Sample Size
- Sample Size Calculations: Choosing the Right Method
- Running and Analyzing Sample Size Tests in Minitab
- Sample Calculations for a 1-Sample T Test
- Sample Calculations for a 1-Sample Proportion Test
- Sample Size Calculations for a 2-Sample T Test
- A Reminder Regarding Random Samples

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**Advanced Control Charts**

- Common Control Chart Types and When to Use Them
- Creating and Reading Control Charts in Minitab
- X-Bar & R Charts or X-Bar & S Charts
- I-MR Chart
- P-Chart
- Practice Interpreting Control Charts
- Common Cause versus Special Cause Variation
- Additional Minitab Control Charts

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**Applying Statistics to Business Applications through Six Sigma**

- Common Challenges When Presenting Statistical Analysis
- Why Include Some Statistics?
- Tips for Creating Business-Friendly Presentations
- Understand the Target Audience
- Tell a Story with Text and Images
- Be Clear and Concise
- Don’t Misuse Your Tools
- Don’t Let the Presentation Drive the Project

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**Introduction to Minitab**

- Overview of the Minitab Interface
- Overview of the Minitab Menu
- The Calc Menu Option
- Random Data
- Column and Row Statistics
- Probability Distributions
- Calculating Multiple Probabilities at Once
- Remember to Work with the Right Probability Distribution

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**Graphs and Quality Tools in Minitab**

- The Graph Menu Option
- Scatter Plot
- Histogram
- Dotplot
- Boxplot
- Interval Plot
- Bar Chart
- Pie Chart
- The Stat Menu: Quality Tools
- Run Chart
- Pareto Chart
- Gage Studies

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**The Stat Menu in Minitab**

- Basic Statistics
- Descriptive and Store Descriptive Statistics
- Regression Analysis
- Statistical Tests
- Running Hypothesis Tests
- Hypothesis Test Steps Are Similar for all Types of Tests

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**Analysis of Variance (1-Way ANOVA)**

- Preparing for a 1-Way ANOVA
- Running a 1-Way ANOVA
- Validate Assumptions
- Run the 1-Way ANOVA Test
- What if Variances Aren’t Equal?
- The Hypothesis Test Assistance in Minitab

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**Design of Experiments**

- When Analysis Can Occur on Existing Data
- Why Run an Experiment
- Best-Guess Trial-and-Error versus Factorial Experiments
- What is Factorial Experimentation?
- Step-by-Step Guide for Creating a Designed Experiment
- Step-by-Step Guide to Running a 2k Factorial Experiment in Minitab
- Next Steps

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**Interactions, Multi-Level Factorials, and Creating Experiments**

- The Importance of Understanding Interactions
- 2k Factorials Versus Multi-Level Factorials
- Tips for Creating Successful Designed Experiment
- Take Time to Think About the Y, or Response, of Your Experiment
- Plan Ahead, and Keep Excellent Documents
- Account for Confidence Levels
- Use Multiple Analysis and Experiments Together

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**Brainstorming and Process Improvement Tools**

- Activity Network Diagram
- Affinity Diagram
- Interrelationship Diagram
- Force Field Analysis
- Responsibility Chart
- Nominal Group Technique
- Check Sheets
- SWOT Analysis
- Starburst Brainstorming
- Role-Play or Figuring Brainstorming
- Brainwriting
- The Pool Brainwriting Method
- The Card Brainwriting Method
- Brainstorming Alone

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**Process Maps**

- Why Create Process Maps
- Two Types of Process Map
- Process Map Symbols
- Where Do These Shapes Come From?
- Include a Key with Your Process Map
- Basic Flow Charts
- Creating a Swimlane Diagram
- Begin by Identifying the Swimlanes
- Create Step-by-Step List for Process Activities
- Tips for Creating Concise, Attractive Process Maps

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**Value Stream Mapping**

- What is Value Stream Mapping?
- Value Stream Map Symbology
- Value Stream Mapping Tips
- Value Stream Mapping Steps
- Create a Value Stream Map Drawing
- What Do You Do with Value Stream Maps?
- Tips for Creating a Future-State Value Map

__CSSC Six Sigma Black Belt Certification – Level II__

A Council for Six Sigma Certification (CSSC) Certified Six Sigma Black Belt II has demonstrated his or her thorough understanding of the entire Six Sigma Body of Knowledge through the execution of a DMAIC or DMADV Project. In addition, by having submitted an approved project, this individual has demonstrated a thorough knowledge of both Six Sigma philosophies and principles (including supporting systems and tools). The Black Belt Certification II designation also reflects proficiency in team leadership, team dynamics, and the ability to successfully assigning team members with roles and responsibilities. Lastly, it indicates a high-level understanding of the DMAIC model in accordance with the Six Sigma principles, basic knowledge of lean enterprise concepts, and skills to quickly identify “non-value-added” activities.

**What to Expect**

The Official CSSC Six Sigma Black Belt Level II Certification has no exam component. Instead, it requires that the individual submit a completed Six Sigma project following either the DMAIC or DMADV methodology.

The project is fundamentally an evaluation of the individual’s understanding of the Six Sigma methodology and his or her proficiency in outlining and executing the necessary steps.

In the past, projects required that the project be completed in a “live” business environment. However, employers are not always willing to provide the necessary resources for a project or to report financial data to an outside organization for review. It is for this primary reason, individuals can submit either a “live” sponsored project or submit a “hypothetical” project to demonstrate proficiency.

If submitting a “hypothetical” project, a candidate will be graded primarily on the steps that are taken (as opposed to the actual “data” submitted). Again, the main purpose of the project is to measure a candidate’s ability to carry out a Six Sigma Project from creation to the final stages.

**Training Cost – N750,000**

**Duration: 6 Days plus 6 months Project Mentoring**