LEAN SIX SIGMA BLACK BELT

Lean Management Module:

• Understand the philosophy, tools, and principles of Lean Management.
• Assess production capacity, resource losses, and delivery times for a production unit, activity flow, or organization.
• Analyze a process to identify and quantify all types of dysfunctions.
• Create process mapping based on field observations.
• Make operations faster, more agile, leaner, and more reliable.
• Develop a performance management system based on field indicators and problem-tracking routines.
• Lead a problem-solving workshop on flow and/or organizational efficiency using the Kaizen Event approach.

Six Sigma Yellow Belt Module:

• Analyze customer satisfaction survey results and expectations to identify the quality criterion to improve.
• Evaluate the magnitude and cost of a quality problem.
• Identify the root causes of a simple quality problem.
• Conduct a comparative evaluation of potential solutions.
• Develop a performance management system for processes.
• Lead a DMAIC project to resolve a simple quality problem.

Six Sigma Green Belt Module:

• Define the quality indicator to improve within the company’s processes based on customer requirements analysis.
• Define the operational parameters to measure, how to measure them, and the sample to collect to gather the necessary data for non-quality factor analysis.
• Validate the reliability of the quality measurement system for products or services to ensure data reflects operational reality.
• Identify non-quality factors through statistical analysis to achieve the first level of improvement.
• Develop a performance management system based on statistical quality control.
• Lead a DMAIC project to resolve a complex quality problem.

Six Sigma Black Belt Module:

• Rigorously validate the precision and accuracy of a quality measurement system to allow for the collection of high-quality data.
• Determine whether the process quality indicator follows a normal probability distribution to choose the most appropriate inferential statistical analysis tools.
• Use hypothesis testing and linear regression analysis to identify non-quality factors to address in order to achieve a high level of quality.
• Specify the experiments to conduct in a factorial design of experiments (DoE) to understand the impact of process operating conditions on quality.
• Determine the best operating conditions for a process by analyzing factorial experiment results.

• Download the documentation

Days 1 and 2 – Lean Management Module

• History and positioning of Lean Management
• DMAIC method and Kaizen Event
• Process capacity: cycle time and Takt time
• Work-in-progress, inventory, waiting time, and Little’s law
• Value Stream Mapping (VSM)
• Rhythm diagrams
• Value-added analysis and waste elimination
• Process Cycle Efficiency and Overall Process Efficiency
• First Pass Yield and Rolled Throughput Yield
• Theory of constraints and line balancing
• Continuous flow
• Pull system and kanban
• Visual management, poka-yoke, 5S
• SMED
• Heijunka, dynamic capacity adjustment, and standardization
• Maximum acceptable work-in-progress (WIP max)
• Kata and Short Interval Management
• Toyota Way
• Complex flow analysis
• Failure Modes and Effects Analysis (FMEA)

Days 3 and 4 – Six Sigma Yellow Belt Module

• History and positioning of Lean Six Sigma
• Typology (LSSx.0) of problems and DMAIC projects
• DEFINE
• Project launch
• SIPOC
• The 3 Voices
• Critical To Satisfaction
• Kano Model
• Problem statement, objective statement, and project opportunity
• Project charter v1
• MAIC method for solving simple statistical problems

MEASURE

• Problem metric
• Measurement plan
• Validation of the measurement system: precision and accuracy (concordance analysis)
• Defect rate
• Project charter v2

ANALYZE

• Pareto analysis
• Five Whys
• Project charter v3

IMPROVE

• Solution research and selection
• Business Case
• Solution implementation
• Improvement validation

CONTROL

• Performance tracking dashboard
• Response plan

Days 5, 6, and 7 – Six Sigma Green Belt Module

MAIC method for solving complex statistical problems

MEASURE

• Basic statistics and data types
• Project Y and defect definition
• Measurement plan
• Validation of the measurement system: gauge R&R, linearity, and bias
• Sampling and data validation
• Process Voice Analysis
• Capability
• Project charter v2

ANALYZE

• Analysis process Y = f (X’s)
• Ishikawa diagram
• Introduction to inferential statistics (confidence interval concept)
• Study of influence on variation, central tendency, proportions, and covariance: contingency tables, graphical analysis (box plots and scatter plots), correlation coefficient, confidence interval analysis
• Hypothesis testing and regression analysis
• Introduction to hypothesis testing
• Normality test
• Influence on variation: equality of variances tests
• Influence on central tendency: ANOVA test, Mood’s median test
• Pearson correlation test, simple linear regression analysis
• Chi-square association test
• Project charter v3

IMPROVE

• Statistical validation of improvement

CONTROL

• Statistical process control
• Control Charts: I-MR, Xbar-R, Xbar-S, P and NP, U and C charts
• Response plan

Days 8, 9, and 10 – Six Sigma Black Belt Module

• Measurement system analysis
• Concordance analysis: Kappa and Kendall tests
• Gauge R&R: ANOVA method and measurement system resolution
• Linearity study (regression method) and bias test
• Hypothesis testing and regression analysis
• Introduction to hypothesis testing
• Normality test
• Influence on variation: equality of variances tests
• Influence on central tendency: ANOVA test, Mood’s median test, Kruskall-Wallis test
• Chi-square association test
• Pearson correlation test
• Simple and multiple linear regression analysis
• Design of experiments (DoE)
• 2-level factorial designs
• Experiment resolution
• Number of repetitions
• Experiment execution
• Analysis of main effects and interaction effects
• Pareto of effects
• Response surface
• Response optimizer

Target Audience

All sectors (industry and services)

• Project managers/consultants (internal or external) in organization, quality, continuous improvement, or operational excellence
• Logistics managers
• Supply Chain Managers
• Production managers
• Operations Managers
• Quality managers
• Research & Development Engineers
• Quality Engineers

• Inductive pedagogy
  • Experimentation with the Lean improvement method (Kaizen Event) through a role-playing game simulating a cross-functional business process (order reception, processing/production, invoicing, shipping).
  • Learning the DMAIC method through a case study used as a guiding thread throughout the training.
  • Learning to solve “indiscernible” problems using statistical tools in a service level improvement case study (paper flying machines) executed in class by participants.
  • Conducting a design of experiments in class to optimize the geometry of paper flying machines.
  • Determining the capability of a screw production process.
  • Determining the capability of a printing process.
• Groups of a maximum of 12 participants to promote interactivity, idea-sharing, and networking.
• Use of JASP, Statoscopex, and Minitab software.
• Provision of statistical calculators and analysis models in Excel.
• Training materials available in PDF and paper versions.
• Reference book: “LSSx.0 – 1. Flow Problems and Lean Management.”
• Reference book: “LSSx.0 – 2. Discernible Problems and Methodological Foundation.”
• Self-assessment and practice tests at the end of each module.

• Pédagogie inductive
  – expérimentation de la méthode d’amélioration Lean (Kaizen Event) au travers d’un jeu de rôles simulant un processus transversal d’entreprise (réception de commandes, traitement/production, facturation, expédition)
  – apprentissage de la méthode DMAIC au moyen d’une étude de cas d’entreprise servant de fil conducteur pendant la formation
  – apprentissage de la méthode de résolution de problèmes « indiscernables » et exploitation des outils statistiques sur un cas d’amélioration de niveau de service (engins volants en papier) exécuté en classe par les participants
  -réalisation d’un plan d’expériences en classe sur un problème d’optimisation de la géométrie d’engins volants en papier
  – détermination de la capabilité d’un processus de production de vis
  – détermination de la capabilité d’un processus d’impression

• Groupes de maximum 12 personnes animés de manière à favoriser l’interactivité, le partage d’idées et d’expériences et le développement de son réseau professionnel
• Utilisation des logiciels JASP, Statoscopex et Minitab
• Fourniture de calculateurs statistiques et modèles d’analyses sous Excel
• Support de formation disponible en versions PDF et papier
• Livre de référence « LSSx.0 – 1. Problèmes de flux et Lean Management »
• Livre de référence « LSSx.0 – 2. Problèmes discernables et socle méthodologique »

Test d’auto-évaluation et d’entrainement à la fin de chaque module

Lean Management and Six Sigma Black Belt certifications are awarded based on passing the Lean Management and Six Sigma Black Belt exams.

These exams validate the acquisition of Lean Management and Six Sigma Black Belt knowledge, in line with the LSSx.0 body of knowledge, which is necessary for developing the targeted skills. The exams include a mix of recall questions (e.g., definitions), execution tasks (e.g., calculations, tool selection), and application of acquired knowledge (e.g., conclusions based on results, decision-making in a given situation).

• Online exams, closed-book, with video monitoring from the candidate’s computer.
• Lean Management exam: 25 questions in 50 minutes.
• Six Sigma Black Belt exam: 45 questions in 90 minutes.
• Language: French or English.
• Exams must be taken within six months of the training.
• The candidate can freely schedule the exams at their convenience.
• Pass criteria: score ≥ 60%.
• One retake allowed in case of failure.
• It is possible to retake the exam after a second failure by purchasing a new exam.