Course Information
Schedules
- 30 Nov 2024 (Sat) - 22 Feb 2025 (Sat) 2:00 PM - 8:00 PM
- 1 Mar 2025 (Sat) - 3 May 2025 (Sat) 9:30 AM - 6:00 PM
Registration period
Year-round Recruitment
Price
-
Course Level
Study Mode
Duration
75 Hour(s)
Language
Cantonese, English
Location
Six Sigma Institute, Unit 1234, Star House, Tsim Sha Tsui, Hong Kong
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Course Overview
Lean Six Sigma Black Belts are the core of Lean Six Sigma Scheme in Six Sigma organisations. They have developed a synergistic proficiency between technical discipline and the Six Sigma strategies, tactics, and tools. These individuals will continually work towards institutionalising the effective use of these tools throughout the corporation, its customers, and its suppliers. They also bear the responsibility of leading and driving projects with high business impact.
This course provides a comprehensive covered of Lean and Six Sigma techniques that enable the participant to grasp the essential skills to lead Lean Six Sigma projects in their organisations. Through the coaching and in-class exercises, the participants receive practical experience from Six Sigma practitioners who hold the participants hand-in-hand to identify and implement the projects in the participants’ organisations.
The Six Sigma Black Belt Certification Programme, conducted by Six Sigma Master Black Belts, contains afternoon seminars/ workshops. The participant is required to complete at least one project with the close supervision of the Six Sigma Master Black Belt within nine months after the successful passing of the Black Belt academic examination.
What You’ll Learn
Introduction and Project Definition
0.0 Course Introduction
1.1 The latest Development of Lean, Six Sigma and Theory of Constraints (TOCLSS)
1.2 A Case Example of Six Sigma Projects
1.3 Contribution of TOCLSS towards Industry 4.0
1.4 Identification of Six Sigma Projects
1.5 Project Charter
1.6 project schedule
1.7 High Level process Map – SIPOC
1.8 VOC, CCR and CTQ
1.9 In-class Project – Define phase
Process Measurement
2.0 Measure Phase Overview
2.1 Detail Process Map
2.2 In/Out Put Analysis
2.3 C&E Matrix
2.4 FMEA
2.5 Data Collection Plan
2.6 Measurement Systems Analysis
2.7 Attribute GR&R
2.8 Introduction to SigmaXL
2.9 Basic Statistics
2.10 Current Process Capability
2.11 PPM, DPMO and Sigma Level
2.12 In-class Project – Measure phase
Analysis – Process Analysis
3.1 Overview of Analyze Phase
3.2 Process Analysis
3.3 Lean and Lean Transformation
3.4 Evaluate the current situation – VSM
3.5 Case Study- Manufacture
3.6 Case Study- Service
3.7 Identify Improvement Opportunities
3.8 Law of Variations
3.9 Theory of Constraints
3.10 Wastes Elimination
3.11 Modify the Existing Process -VSM
3.12 Case Study – Manufacture
3.13 Case Study – Service
3.14 Substantiate and enumerate improvements
3.15 Implement New Standard Work
Analyze – Data Analysis
3.16 Graphical Data Analysis
3.17 Root Cause Analysis
3.18 Why-Because Tree
3.19 Validate Root Causes by Data
3.20 Graphical Tools
3.21 Confirming Causal and Effects
3.22 Regression Analysis
3.23 Chi Square Tests
3.24 Exercises
3.25 Hypothesis Testing of Means
3.26 Testing Of Variation
3.27 Testing Of Proportion
3.28 Normality and Non-normal Data Transformation
3.29 Determine Sample Size for Tests
3.30 Two-way ANOVA
3.31 Nonparametric Tests
3.32 In-class Project – Analyze Phase
Process Improvement
4.1 Overview of Improve Phase
4.2 Introduction to Design of Experiment
4.3 DOE – One Factor at a Time
4.4 DOE – Full Factorial Design
4.5 DOE Case study
4.6 DOE Exercise
4.7 Sample Size, Centerpoint and Blocking
4.8 In-class Project – Factorial Design
4.9 Response Surface Method
4.10 RSM Case Study
4.11 In-class Project RSM Design
4.10 Lack of Fit Issues
4.11 Case Study
4.12 Fractional Factorial Design
4.13 Case Studies
4.14 In-class Project – Improve Phase
Process Control
5.1 Oversew of Control Phase
5.2 Risk Identification and Management
5.3 Control Plan
5.4 SPC – Continuous Control Chart
5.5 SPC – Attribute Control Charts
5.6 Cusum Chart
5.7 In-class Project Control Phase
5.8 Performance comparison
5.9 Project Review
5.10 Close the project and handover
5.11 Prospects of BB in HK, UK, Canada, Singapore, New Zealand and China
5.12 Opportunities for Further Growth
