Six Sigma Green Belt and Black Belt Training
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M1 — Six Sigma: DMAIC and the Belt Structure
What Six Sigma is: variation, defects per million and the goal
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The DMAIC cycle and the tollgate question asked at each stage
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Belt roles: champion, master black belt, black belt and green belt
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How a belt project is chosen, funded and staffed
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DMAIC against DMADV: when you improve and when you design
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Lean thinking alongside Six Sigma and where the two pull apart
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M2 — Define: Voice of Customer and the CTQ Tree
Voice of customer: where the data comes from and how it is collected
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The critical-to-quality tree from a customer need to a measurable one
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CTQ, critical-to-process and the specification you are measured against
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SIPOC: suppliers, inputs, process, outputs and customers
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The project charter: problem, goal, scope, owner and the cost of inaction
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Benchmarking, where the target comes from and why the target matters
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M3 — Measure: Process Mapping, Data and Measurement Systems
Process mapping and the SIPOC boundary around the process
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Operational definitions: the same measure written the same way twice
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The data collection plan: type, method, sample size and frequency
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Measurement system analysis: gauge repeatability and reproducibility
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The baseline: what the process actually does before you touch it
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Data integrity checks and the errors that quietly skew a result
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M4 — Analyse: Capability, Hypothesis Testing and Root Cause
Process capability: Cp, Cpk, Pp and Ppk and the assumption behind each
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Sigma level: how the number relates to defects per million opportunities
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The stability check: never quote capability on a process out of control
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Hypothesis testing: p-values, confidence intervals and sample size
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Root cause analysis: 5 Whys, fishbone and the difference between them
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Separating the vital few from the trivial many with a Pareto analysis
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M5 — Improve: Solutions, Pilot and Cost-Benefit
Choosing a solution: eliminate, reduce variation or control the cause
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Design of experiments: factors, levels and what a fractional run buys you
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Pilot testing: scope, duration, data to collect and the stop rule
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Cost-benefit and the business case for the improvement
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Failure mode and effects analysis on the changed process
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Lean tools inside the improvement: waste, 5S, standard work and pull
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M6 — Control: Control Charts and Sustaining the Gain
Control charts: how the limits are calculated and why they move
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Choosing a chart: X-bar and R, I-MR, p, np, c and u for your data
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Run rules for special cause: a point outside, a run, a trend
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The control plan: what is checked, how often and by whom
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Handing the improved process to the process owner with training done
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Sustaining the gain: audits, reviews and the standard work that holds it
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M7 — Change Management and Belt Project Selection
Why a measured improvement still fails when the people do not change
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Stakeholder analysis for an improvement that touches daily work
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Training the operators and the new standard work they will follow
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Resistance: the questions behind the resistance and the answers
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Choosing a belt project: size, impact, data availability and sponsor support
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The documentation a belt certification asks you to produce
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M8 — Capstone: A Full DMAIC Project and Belt Evidence
Capstone: running one DMAIC project on a real process with real data
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Charter, SIPOC, CTQ tree and the measurement plan in one pack
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Capability analysis before and after, with the charts
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Root cause analysis and the improvement you piloted
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Control plan, handover and the benefit you can claim
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Assembling the evidence pack for your belt certification and your interview
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