XLS 1479 - Lean Six Sigma Black Belt Online
Based on the American Society for Quality standard body of knowledge, this 176 hour online program will prepare you for the ASQ Lean Six Sigma Black Belt Certification Exam (not included in the course). The structure of the 16-week course includes: a) three 3-hour online coursework sessions per week (48 lessons total); b) two 1-hour long live chat room discussions per week, at times shown below; and c) online module quizzes. Completion of the course requires passing the final comprehensive exam with a minimum 80% score and completion of a real-world project utilizing the techniques and methodology learned (must be completed within 6 months of the start date of the course). Up to three hours of private coaching for the real-world project are included; the instructor is available via email. Course materials, except any needed for the real-world project, are included in the cost of the course and will be shipped to participants prior to the start of the course. This intense online format moves at an accelerated pace. To find out about online participant expectations, click on this link: http://tinyurl.com/Is-Distance-Learning-Best Note: This course is not eligible for the Take 3 discount.
CEU Hours: 17.6
Contact Hours: 176
1. Module 1 - Enterprise Wide Deployment a. Define lean and six sigma and make the case for why they are important in reducing waste and variation in today�s business processes. b. History of the lean and six sigma movements since the early 1900�s. c. Facts and data, not opinions. d. Students are introduced to: i. Process they will use to complete and submit assignments throughout the course. ii. Twice weekly chat rooms. iii. Mentoring that they receive as a part of the course offering. 2. Module 2 - Project Development a. Introduction of tools and methods used to develop the real-world work based project, required for completing the course. b. Project development for the real-world project is begun, so the student has time to use the tools and receive the one-on-one coaching (up to 3 hours). c. Focus on the tools, examples and forms required to start the project. d. Identify how to pick the right project and get management�s support. e. The need for project updates is discussed and assigned. f. A majority of Week Two chat room sessions will be spent discussing questions about project selection, since this is a big portion of the learning experience. 3. Module 3 � Process Management a. Discuss business processes in depth. b. Several case studies show how to identify all important elements in the project�s processes. c. Identify the inputs, output and critical customer requirements. d. Walk the process with their team or subject matter expert (SME). e. Introduction of concepts: i. A process is a process, whether it produces a product or a service. ii. All business processes can be improved; the first step is to know the process better than anyone else in the organization. 4. Module 4 � Team Management a. What it means to lead a team and to be a facilitator. b. Team dynamics, in detail. c. The importance of a LSSBB having the ability to form and lead teams to solve chronic and complicated problems in a business. d. Approaches that lead to great team leadership, based on successful methods used by the curriculum developer for over 30 years. 5. Module 5 � Define - Part 1 a. Begin study of Define, the first element in the DMAIC (Define, Measure, Analyze, Improve and Control) model. b. Assessing customers� needs and requirements. c. Use of various methodologies, such as SIPOC, to determine what the customer really wants and how to translate their needs into actions. d. Data collection. e. Cause and Effect diagrams and matrices. f. Quality Function Deployment. g. Student�s approved project charter is due. 6. Module 6 � Define - Part 2 a. Different models used to run a business and how to detail the structure used in the business (organization) of the student. b. Various analytical tools for detailing process data, both current and historical, including: i. Affinity ii. Tree iii. Matrix iv. Activity Network Diagrams c. Tools are explained and examples are given for their use. 7. Module 7 � Measure Data - Part 1 a. Lean metrics b. Lean thinking c. Data collection methods d. Process and value stream mapping. e. Importance of data integrity to enable valid conclusion on processes. f. First project update is due. 8. Module 8 � Measure Data � Part 2 a. How to code data and perform a MSA (Measurement Systems Analysis) to make sure the measurement system that can truly tell part to part variation, rather than bias of the measurement system and bias by the operator. b. Metrology and measurement error. c. How to conduct a Gage R& R. d. Use software to conduct some experiments. 9. Module 9 � Measure Statistics � Part 1 a. Measurement and discussion of the Central Limit Theorem. b. Central tendencies of data. c. Probability distribution functions. d. Use software to develop descriptive statistics. e. Use different types of graphical output to describe process data in the project. f. How to draw valid statistical conclusions. g. Probability and basic statistical concepts like mathematical laws and compound events. 10. Module 10 � Measure Statistics � Part 2 a. Other probability distributions and how to use them to define the project data. b. Measuring process capability for short and long term cases as well as normal and non-normal data. c. Discuss process performance metrics in detail. 11. Module 11 - Analyze � Part 1 a. Simple linear regression and its use in understanding the relationship between data and the process. b. Use of multivariate tools and hypothesis testing. 12. Module 12 � Analyze � Part 2 a. Analysis of variance (ANOVA) and how it is used in six sigma. b. Goodness of Fit functions, such as the Poisson distribution. c. Failure Mode Effects Analysis (FMEA) and how it is a great way to identify opportunities for improvement in business processes. d. How to use: i. Pareto Analysis. ii. 8-D Analysis. iii. Fault Tree Analysis. e. Discussion of waste analysis in lean, with actual examples in case studies. 13. Module 13 � Improve � Part 1 DOE a. Dedicated to design of experiments (DOE), the highest level and most expensive of the tools in the six sigma tool box. b. Where is DOE appropriate. c. Discussion of full factorial, fractional factorial, Graeco Latin designs and other models and their uses, utilizing extensive examples in the text and a specific case study where the tools have been used successfully. d. Software includes the ability for the student to learn the various models that could be used for their project. 14. Model 14 � Improve � Part 2 a. Lean methods and waste elimination. b. Define kaizen event and show an example of a complete kaizen from start to finish. c. Theory of Constraints and where it may be applicable. d. Use of Kanban pull systems for never running out of material or supplies, yet getting them only when they are needed, to reduce waste in inventory management. 15. Module 15 � Control a. How to �maintain the gain� using controls to make sure the process is improved and changed for good. b. Developing and maintaining many types of control charts, depending on the type of data to be controlled. c. Total Productive Maintenance (TPM), used to improve operating equipment effectiveness (OEE). 16. Module 16 � Design for Six Sigma a. The need to bring order to product design through up front planning and stage gate review. b. A number of methodologies are discussed, with examples for each method shown in the text. c. The DFX characteristics are discussed and modeled. d. Final project is due no later than 6 months from the course begin date.
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XLS 1481 - Lean Six Sigma Black Belt
Black Belts are experienced and well trained Lean Six Sigma professionals who provide project management, statistical analysis, financial analysis, meeting facilitation, and project prioritization for the organization. The typical Black Belt leads several projects with enterprise scope, coaches and mentors Green Belts, and understands how to define a problem to quickly drive towards a solution. Black Belts often manage Lean Six Sigma projects and are the liaison between the staff and the project sponsors and managers. Participants in this revised 64-hour instructor-led course will spend approximately 44 hours on curriculum and 20 hours in small teams working with an online project simulation. Successful students will achieve 80% on the comprehensive final exam to be certified as a JCCC Lean Six Sigma Black Belt, and earn 6.4 Continuing Education Units (CEUs). All books and materials are included. An earned JCCCLSSGB or GB Healthcare certification, or the successful completion of a no-cost comprehensive entrance assessment, is a prerequisite to this Lean Six Sigma Black Belt course.
CEU Hours: 6.4
Contact Hours: 64
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Enroll for $2875.00
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Enroll for $2875.00