Context of the Program

The Lean Six Sigma Black belt 12-day program will cover the most contemporary process improvement practices adopted by leading organizations and proponents of Lean Six Sigma in service industry as well as engineering firms within the DMAIC (Define, Measure, Analyze, Improve, & Control) framework. Participants will be exposed to cutting edge concepts such as those illustrated below. 1. Data analytic tools and practices that are fast yet effective even in constrained environments where quantity and quality of data is an issue. Insights on how simple tools of Six sigma, that are many times ignored by practitioners, yield fast and effective results in the process improvement journey. Lean or Toyota Production System (TPS) insights that go beyond the introductory concepts related to types of waste and Value Stream Mapping (VSM). Some of these concepts have been lost over time in the translation of text from Japanese to English language. TRIZ or Theory of Inventive Problem Solving insights for accelerated thinking in generating sustainable and winwin solutions. These concepts will also be useful for those who wish to practice Design for Six Sigma (DFSS) at a later stage of their career. Insights on identifying value creation opportunities that are being adopted for product portfolio design by leading organizations such as Motorola, P&G amongst others. Systems thinking tools that reveal the core issues to be tackled in complex real world situations Shainin Design of Experiment (DOE) technique for quick validation of prototype results

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Lean Six Sigma Black Belt (BB) Certification Roadmap

The roadmap is given below. 1. 2. 3. Attend the 12-day BB training program split over three phases of 5 days each Obtain 75% or more in the evaluation paper Successfully complete the project fulfilling the requirements of six sigma DMAIC framework

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Software used for data analysis: Minitab v. 14 or above Takeaways for Participants Participants attending the program on successful completion of Lean Six Sigma Black Belt certification requirements will be eligible for the Lean Six Sigma Black Belt certificate. Participants will be provided free templates and guidelines to help them accelerate their project journey. Participants attending the program can claim 84 PDUs with PMI USA as part of their reaccreditation process.

Lean Six Sigma 12-day Black Belt Course Outline

The workshop will be conducted in two phases each of 6 days each. The breakdown of each phase is given below.

Phase 1: Day 1 to Day 6 Day 1 Introduction

Section 0: Six sigma Concept Six Sigma Journey Urban Legends Six sigma has either invented or discovered a brand new way of process improvement Problem solving follows a linear process of the six sigma framework - Define, Measure, Analyze, Improve, Control The long and short of Sigma

Section 1: 6 Sigma DMAIC roadmap and deliverables at each phase Section 2: How to find value creation opportunities? How customer defines value Identifying improvement opportunities based on value creation Class exercise on identifying value creation opportunities

Define Section 3: Voice of Customer (VOC) CTQ Tree Affinity Diagram Kano Model Class Exercise on Voice of Customer Section 4: SIPOC or COPIS or POCIS Why make a SIPOC? How to benefit from SIPOC Class Exercise on SIPOC Section 5: Project Charter and Plan Typical pitfalls in creation of Project Charter Class Exercise on Project Charter

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Day 2 and Day 3 Define (cont)

Section 6: Introduction to TRIZ (Theory of Inventive Problem Solving) Section 7: Types of Problem 1. 2. Mini Problem Maxi Problem

Section 8: Creative Problem, Creativity and Innovation Section 9: Innovative Personality: Section 10: System of Powerful Thinking 1 2 Core Thinking Skills of Innovators Fundamental Concepts Element-Name of Parameter Value (EPV) Model o Group Exercises on E-P-V Functions and Types of Functions o Group Exercises on Functions System Operator or Multi-screen Thinking o Group Exercises on System Operator

Innovative Problem Solving Tools and Techniques Perspectives Thinking o o o Identify the key stakeholders and the zone of conflict Identify the criteria of success for affected stakeholders Group Exercise on Perspectives Thinking

Tongs Model or Principle of Exaggeration o o Reveal the hidden conflicts or barriers Group Exercise on Principle of Exaggeration

Hill Model o o o Express the situation using simple words Apply analogy thinking to generate solution ideas Group Exercise on Hill Model

-.

Systems Thinking o o o Inter-relationships in multi-dimensional or complex situations Reveal the root conflicts or barriers to resolve Group Exercise on Systems Thinking

-.

Ideality o o Identify the strategic roadmap towards state of perfection Group Exercises on Ideality

-.

Resource Thinking

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o o o -.

Identify the readily available resources that can be leveraged to resolve the problem Use of Five senses Group Exercise on Resources and Constraints Thinking

Identifying and Resolving Contradiction o o Formulating Contradictions as Element-Name of Parameter-Value of Parameter (ENV) Model Rules for Selecting Contradiction for resolution - Identify the Main Production Process (MPP) - Choose the Contradiction that will help achieve the Main Production Process (MPP) and meet the Most Desired Result (MDR) - Apply principles of resolving Contradiction Compare solution directions with Ideal Final Result (IFR) Group Exercise on Resolving Contradictions

o o -

Resolving Secondary Problems o o Concept generation Revisiting the Systems Thinking Network

-.

Generate Action Plans o Revisiting solution from Ideality perspective

Day 4 Measure
Section 11: Process Map Analysis overview Section 12: Failure Modes and Effect Analysis (FMEA) (also in Improve Phase) Group Exercise on FMEA Section 13: The Need for Data Discrete Data Continuous Data Nominal, Ordinal, Interval, Rati Section 14: Data Collection Plan C-N-X Model Group Exercise on C-N-X

Section 15: Measurement System Analysis Attribute Gage R&R Key issues in measuring quality Calibration guidelines Attribute Gage R&R Group Exercise on Attribute Gage R&R

Section 16: Sampling Sampling approach Random Sampling Random Stratified Sampling Systematic Sampling Rational sub-grouping Sampling considerations

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Calculating sample size: Continuous Data Calculating sample size: Discrete Data Group Exercise on Sampling including sample size formula calculation

Day 5 and Day 6 Measure (cont)

Section 17: Lean: What is Lean? Historical evolution Why Lean? Key Concepts of Lean or Toyota Production System (TPS) 1. Types of Waste o Group Exercise on Waste 2. Kaizen o What is Kaizen? o Misconceptions on Kaizen o Differentiating between Kaizen, Kaikatu, and Kaiatu o Critical Success Factors for Kaizen o How to implement Quick and Easy Kaizen 3. Autonomation 4. Push vs. Pull 5. Continuous Flow o Group Exercises on above concepts 6. 5S o

Exercise: 5S

7. Error Proofing o Prevention and Detection o Identify the readily available resources that can be leveraged to resolve the problem o Exercise on Error Proofing 8. Introduction to Value Stream Mapping (VSM) o Exercise: Simulation of Flow without theoretical inputs Creation of Current-State Map Introduction to Take Time Introduction to Continuous Flow Alternatives to Continuous Flow How to Schedule for Lean Flow Creation of Future State Map o Exercise: Simulation exercise repeated with new theoretical inputs

Standardized Work o Exercise: Standardized Work creation on simulation case study o o o What are the work elements? Paper Kaizen Pre-requisites for standardizing work Standard Work guidelines Standardized work chart Standardized Work combination Table Importance of Visual Controls

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Communicating Lean Assessing the Lean Progress Group Exercise on Standardization of Work

Phase 2: Day 7 to Day 12 Day 7 Analyze

Section 18: Quantitative Methods Measures of Location o Mean, Median, Mode Measures of Variability o Range, IQR, Standard Deviation and Coefficient of Variation Normal Distribution and Z value computation o Normality testing o Handling Non-normal data Group Exercise Section 19: Data Analysis tools Histogram Pareto Chart Process Behavior Charts i. ImR or XmR Charts ii. Xbar R Chart iii. Xbar S Chart iv. np Chart v. p Chart vi. c Chart vii. u Chart Practice on live data

Day 9 to Day 10 Analyze (cont)

Remaining part of Analyze specific to inferential statistics Section 20: Inferential Statistics Section 21: Distribution of data and Central Limit Theorem

Section 22: Confidence Interval and Hypotheses Testing i. ii. iii. iv. v. vi. vii. viii. ix. Hypothesis testing for single mean: Z test t-test 1-sample t-test 2-sample Paired t-test Test for 1-sample Proportions Test for differences between Proportions One-way Analysis of Variance (ANOVA) Two-way Analysis of Variance (ANOVA) Chi-square Analysis

Section 23: Non-parametric Tests i. ii. iii. iv. One sample: Sign Test One sample: Wilcoxon Test Two sample: Mann-Whitney Test Two sample: Tukeys Quick Test

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v. vi.

Two sample: Boxplot slippage test (also for more than two samples) One-way ANOVA a) Kruskal-Wallis Test b) Moods Median Test vii. Two-way ANOVA: Friedman Test

Day 11 Analyze (cont)

Section 24: Introduction to Regression Analysis i. ii. Scatter Plot/Diagram Equation of a Line Pearson Product Moment Correlation Coefficient Coefficient of Determination, R2 Correlation does not imply Causation Regression Analysis Simple Linear Regression Multiple Regression Models including systematic data modeling

iii. iv. v.

Improve
Section 25: Piloting of solutions -. Concept development and evaluation -. Solution Implementation Section 26: Overview of Shainin Design of Experiment (DOE) technique for validating prototype results Introduction to Design of Experiments Terminology of Design of Experiments o Balance o Replication o Randomization B vs. C for validation of findings o Validates superiority of a new or better (B) product/ process over a current (C) one with a desired statistical confidence (usually 95%). Evaluates engineering changes o Useful at prototype, engineering pilot run, or production

Revisiting the concepts taught earlier Resolving contradictions in secondary problems Evaluating solutions from Ideality FMEA

Control
Revisiting the concepts taught earlier Process Stability Capability Analysis Section 26: Control-Impact Matrix Section 27: Project closure

Day 12 Recap of program (Day 1 to Day 11)

Recap of all concepts discussed (4-6 hours) Written examination (2 hours)

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