Six Sigma Certification

World-class Quality

Six Sigma is a business management strategy that focuses on reducing variability to improve quality, cost, and delivery. It is widely used across all sectors, but especially in areas where the defects are costly or even fatal. Six Sigma seeks to improve quality (repeatability, reproducibility, reliability) by identifying and removing the root-causes for defects, while minimizing variability in manufacturing and administrative processes. It uses principles of engineering, statistics, and business, and it creates a support infrastructure within the organization, “Green Belts” and “Black Belts” who are responsible for analysis and root-cause elimination. Project implementation follows a defined sequence of steps and has quantified financial targets for cost reduction (efficiency) or sales increases (throughput).

Quality improves Profitability

• Traditional businesses typically operate at 3 Sigma quality level, producing 7% defects
• 7% defects costs a company 20% of its revenue for rectification and lost opportunities
• Six Sigma Green Belts and Black Belts generate sales or savings by lifting sigma levels

Cost and Benefit

To get certified, participants implement a Six Sigma project in business critical areas, reducing delays and defects. Our records indicate that two thirds of these projects return five to ten times their cost within five to ten months and break-even within two months.

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Certified Green Belt Six Sigma (CGBSS)

About the Green Belt Program

The purpose of the Green Belt program is to build certified quality improvers. Students learn the tools and techniques to reduce variability and the defect-rate of any business process in manufacturing and administration. The program is ideal for companies seeking to improve specific processes, produce faster and at higher quality level. The Green Belt program requires two weeks for training and certification.

Green Belts are Quality Improver

• Six Sigma Green Belts save money by reducing variability, rework, scrap, defects, delays
• Students learn Six Sigma principles in classroom and apply lessons in projects onsite
• Green Belt prerequisites are: persistence, logical thinking, team-spirit, solution orientation
• Typical projects return >USD 200k/year (USD100M throughput, 5% margin, 2.5 Sigma)

How to work as Green Belt

• Green-Belts are trained and certified in quality-improvement and process control
• They spend >25% of their time on improvements, while maintaining regular duties
• Ideally, all functional managers, process-owners, and supervisors are Green-Belts

Green Belt Objectives

• Learn Six Sigma principles and its mathematical models
• Develop the skill to narrow-down problems and identify root causes
• Apply learnings to improve process-capability and workflow

Green Belt Process

1. Select an instable process causing defects and delays
2. Collect and analyze data to identify root-causes
3. Design the solution, implement, track and adjust
4. Document project, progress, improvement
5. Get certified with completed projected (implemented savings)

Green Belt Modules

• Six Sigma basics – purpose, history and methodology
• DMAIC improvement-cycle – define, measure, analyze, improve, control
• Defining the Voice of the Customer (VOC), -Business (VOB), -Process (VOP)
• Translating customer-needs into Critical-to-Quality (CTQ) requirements
• Mapping the value-chain: Supplier-Input-Process-Output-Customer (SIPOC)
• Defining Metrics to track improvements – Key Performance Indicators (KPI)
• Measurement system check – Gauge Repeatability & Reproducibility (GR&R)
• Data collection methods and collection plan
• Calculating of optimal Sample Size, using Lean6-tool
• Measuring Process Capability and calculating performance (Cp, CpK, Pp, PpK)
• Determining Quality in Defects per Million Opportunities (DPMO)
• Calculating First Pass Yield (FPY) and Rolled Throughput Yield (RTY)
• Analyzing historical data and defining Baseline performance
• Cause and Effect Analysis (C&E), Ishikawa, Fishbone diagram
• Failure Mode and Effect Analysis (FMEA) for Design (DFMEA), Process (PFMEA)
• Calculating Quality-level short-term and long-term (Sigma-level)
• p-Control Charts for the proportion and XbarR-Chart for average and range
• Corrective Action Plan (CAP) and Tactical Implementation Plan (TIP)

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Certified Black Belt Six Sigma (CBBSS)

About the Black Belt Program

The purpose of the Black Belt program is to build certified quality leaders. Students learn the tools and techniques to design and lead entire quality improvement programs. This program is best suited for companies which make Quality a central part of their corporate strategy, requiring experts to deploy the quality-focused strategy. The Black Belt program requires four weeks for training and certification, and the prerequisite is a Green Belt certification.

Black Belts are Quality Leaders

• Black Belts implement quality programs across the entire value chain
• Participants learn leadership skills in interactive workout session
• Implement an quality programs within a business unit
• Prerequisites is Green Belt certification and basic leadership skills

How to work as a Black Belt

• Black Belts are full-time resources, capable of leading several cross-functional SS-teams
• Black Belts have a problem-solving mindset, background in science, and good people-skills
• Black Belts work on chronic deficiencies that drain cash for rectification of non-conformance

Black Belt Objectives

• Develop the skills to analyze cost/benefit and create a business-cases
• Develop the knowledge in advanced tools/techniques & practice application
• Develop skills to lead a project and manage the change-process

Black Belt Process

1. Select a work-stream with chronic instabilities
2. Identify root-causes and targets for improvement
3. Build a cross-functional team and get charter approved
4. Coach people, design solution, guide implementation
5. Document project, progress, improvement, feedback
6. Get certified with completed projected (implemented savings)

Black Belt Modules

• Six Sigma basics – purpose, history and methodology
• DMAIC Improvement Cycle
• Analyzing cost/benefit and estimation of ROI
• Developing a Business-Case
• Project Management basics with principles in CCM and TOC
• Defining the Voice of the Customer (VOC), -Business (VOB), -Process (VOP)
• Translating customer-needs into Critical-to-Quality (CTQ) requirements
• Mapping the value-chain: Supplier-Input-Process-Output-Customer (SIPOC)
• Calculating Cost of Poor Quality COPQ
• Defining Metrics to track improvements – Key Performance Indicators (KPI)
• Measurement system check in Gauge Repeatability & Reproducibility (GR&R)
• Data collection methods and collection plan
• Segmentation of Data and Stratification
• Calculating of optimal Sample Size
• Confidence Interval Testing
• Analyzing of Variance, Balanced ANOVA, Nested ANOVA
• Measuring Process Capability and calculating performance (Cp, CpK, Pp, PpK)
• Determining Quality in Defects per Million Opportunities (DPMO)
• Calculating First Pass Yield (FPY) and Rolled Throughput Yield (RTY)
• Analyzing historical data and defining Baseline performance
• Cause and Effect Analysis (C&E), Ishikawa, Fishbone diagram
• Failure Mode and Effect Analysis (FMEA) for Design (DFMEA), Process (PFMEA)
• Correlation, Correlation Matrix, Simple Regression and Multiple Regression
• Calculating Quality-level short-term and long-term (Sigma-level)
• Analysis of the Mean (ANOM)
• Central Limit Theorem
• Transformation of non-Normal Distributions
• Testing for Goodness of Fit
• Hypothesis Testing
• Analysis of Variance, Chi Squared Test, T-Test
• Leading and implementing Organizational Change
• Design of Experiments (DOE), full design, 3 factors, saturated, 7 factors
• Binomial Distribution, Exponential Distribution, Poisson Distribution
• p-Control Charts for the proportion and XbarR-Chart for average and range
• Corrective Action Plan (CAP) and Tactical Implementation Plan (TIP)

Contact us for upcoming events.