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Commences January 28th '13
(Leamington Spa)

£3500+VAT per delegate

inclusive of:

  • Comprehensive training manual

  • Lunches and refreshments

  • Lean Sigma Toolkit

  • Access to Lean Sigma Website

4book places



The Lean Sigma Business Black Belt training develops the knowledge and experience to enable Belts to lead and deliver complex, cross-functional change improvement projects.

The programme integrates Lean and Six Sigma to provide an improvement model that concentrates on both reducing cycle time and variability. Lean tools are linked to the robust DMAIC problem-solving approach, and focus on analysing processes, customer demand and product flow – producing fast and visual process improvements. Six Sigma techniques are applied throughout the improvement process to provide robust data analysis, measurement and creative solutions required to reduce variability in product and processes.

This training is designed with a modular format which combines training inputs and practical simulation activities with an ongoing focus on project progress and reviews.



The Smallpeice accreditation process for Lean Sigma Black Belts incorporates completing a project for formal assessment and passing a multi-choice examination.

BQF Accreditation Option: Smallpeice courses are also licensed for BQF (British Quality Foundation) accreditation, enabling candidates to achieve this external accreditation benchmark. The accreditation steps are as described above, with an additional £250 fee to cover the licensed accreditation route (Note: It is not necessary to decide which accreditation path is required before the start of the programme, and more details will be provided in Block 1).





January 28

January 29

January 30

Programme Introduction

  • Programme objectives & certification routes

  • Improvement Project Roles and responsibilities


Taking a Structured Approach to Business Improvement

  • Pre-requisites for successful projects

  • Different levels of problem solving

  • Different Introduction to the DMAIC roadmap

  • Project selection criteria

  • Application of the DMAIC toolkit in daily work


Project Identification & Scoping

  • Introduction to the Define phase

  • Initiating a project charter

  • Writing a Problem Statement

  • Using Boundary Examination to re-define the problem

  • Scoping the project: SIPOC Mapping & the Y=f(x) Cascade

  • Project work: Initial Problem Statement, SIPOC & Y=f (X) Cascade


Programme Introduction

  • Programme objectives & certification routes

  • Improvement Project Roles and responsibilities


Understanding the Voice of the Customer

  • Understanding our customers

  • Techniques for Collecting and analysing the Voice of the Customer

  • Defining Critical to Quality Characteristics

  • Project work: sources of VOC

  • Case Study: developing CTQs


Building Momentum For Change

  • Understanding the nature of change

  • Analysing enablers and barriers to change

  • Analysing and managing stakeholders

  • Understanding the role of the project sponsors

  • Writing an effective communication plan

  • Leading Process Change

  • Barriers & enablers to team effectiveness

  • Influencing for change


Managing a Project

  • Project Planning / Team Charter

  • Project Vision Statement

  • RACI / Initial Cost Benefit Analysis

  • Project Management & Reporting


Understanding the Current State

  • Introduction to Measure Phase

  • Concept of a Value Stream

  • Current State Mapping

  • Planning & running the activity


Detail Process Mapping Tools

  • Detail Process flow charting techniques

  • Taking a proactive approach to identifying weaknesses in the current process

  • Waste Walking


Identifying Potential Root Causes

  • Process Analysis

  • Use of cause and effect diagram to identify potential root causes

  • Use of failure mode effects analysis (FMEA) to identify potential opportunities for defects

  • Evaluating, reducing & managing risk





February 26

February 27

February 28

Data Collection Planning

  • Understanding Variation

  • Deciding what to measure

  • Data collection planning

  • Checking the measurement system

  • Writing operational definitions


Introduction to Basic Statistics

  • Measures of location; variation and proportion

  • Introduction to probability

  • Communicating statistics to a non technical audience

Taking a Structured Approach to the Analyse Phase

  • Introduction to the analyse phase

  • 5 Why Approach to problem solving

  • Forming and testing hypotheses

  • Writing an analysis plan


Visualising the Data

  • What shape is your data? – Histograms

  • Visualising Descriptive Statistics – Graphical Summary Tool

  • Understanding confidence limits


Assessing Process Control

  • What is happening over time? – Time Series Plots

  • Understanding process control

  • Anatomy & use of Control charts

  • Applications of SPC Charts


Assessing Process Capability

  • Understanding process capability

  • Calculating process capability for Continuous and Attribute Data

  • Selecting appropriate capability metrics & indices

  • Dealing with non-normal data


Verifying the Root Cause

  • Link to cause and effect diagram

  • Stratifying the data – use of box plots

  • Are there any relationships? - Scatter Diagrams

  • Where are the biggest opportunities? - Pareto

  • Links to project storyboard – hints and tips for summarising and presenting the analysis

  • Introduction to significance testing approach





March 21

March 22

Process Analysis: Developing a Future State

  • Scoping improvement activity

  • Developing a future state map

  • Creating flow and Just-In-Time processing

  • Mistake Proofing


Developing Alternative Solutions

  • Challenges of the improve phase

  • Innovation tools

  • Generating alternative solutions


Selecting & Validating Solutions

  • Solution selection, testing & piloting

  • Check list for solution validation

  • Implementation planning


Planning for Control

  • Developing a control plan

  • Choice of control mechanisms Visual Management Systems


Visual Management Boards

  • Control Boards

  • 5S / Standard Work


Embedding Change

  • Managing the phases of resistance to change

  • Post implementation reviews

  • Managing the transfer of ownership

  • Anchoring the change






April 22

April 23

April 24

April 25

April 26

Course Introduction

  • Expectations & objectives

  • The role of a Black Belt

  • Black Belt project  selection


Define Phase Revisited

  • Scoping complex cross-functional projects

  • Use of quality function deployment to understand the voice of the customer

  • Benefits calculation & tracking

  • Planning for change


Managing your Black Belt Project


Advanced Data Collection Planning

  • Planning data collection for Black Belt projects

  • Sampling techniques revisited

  • Gauge R&R using Minitab

  • Checking the measurement system: Attribute Agreement Analysis

  • Assessing process control for attribute and variable data


Advanced Statistics & Process Capability Revisited

  • Basic statistics and probability revisited

  • Probability distributions

  • The central limit theorem

  • Dealing with non-normal data

  • Planning and communicating data analysis

  • Process capability revisited – understanding long term and short term capabilities

  • Use of Z bench capability metric


Use Of Statistical Process Control In A Transactional Environment

  • Control charts for variable & attribute data

  • Sub-group size and sampling frequency

  • Generating control charts

  • Practical implementation of control charts in the workplace


Graphical Analysis In Minitab

  • Writing data analysis plans

  • Minitab Graphical Tools revisited

  • Case Study Exercise


Use Of Significance Testing To Verify The Root Cause

  • Introduction to hypothesis testing

  • Use of inferential statistics

  • Significance testing route map

  • Analysis of variable and attribute data

  • Power & sample size

  • Non-parametric techniques





May 20

May 21

May 22

May 23

May 24

Optimising the Process

  • Regression Analysis

  • Understanding correlation

  • Introduction to simple linear regression

  • Application in Lean Sigma Projects

  • Introduction to multiple regression

Design Of Experiments

  • Introduction to designed experiments (DOE)

  • Applications of DOE techniques

  • Basic system optimisation

  • Screening techniques using DOE


Design the Future State

  • Lean process design approach

  • Future state value stream mapping revisited

  • Flow processing techniques

  • Implementing ‘pull’ in a service environment

  • Lean layout

  • Takt time, cycle time, standard work, daily management & use of Kanban in a transactional environment

  • Use of visual management techniques

Barriers to Developing Flow

  • Dealing with fluctuations in customer demand

  • Dealing with functional silos – the role of the value stream manager

  • Dealing with non repetitive work

  • Dealing with complexity


Selling the Lean Vision

  • Alternative approaches to developing and communicating the future state

  • Building a business case

  • Hint and tips for communicating the future state


  • Control phase techniques

  • Embedding the change within the business

  • Application of long term MSA

  • Long-term control


Intro to DFSS

  • Introduction to design for six sigma and the DMADV methodology

  • Links to DMAIC


Leading & Developing Teams

  • Role of the change leader

  • Selection and forming of effective improvement teams


Implementing Change

  • Putting the plan into action

  • Monitor & control

  • Managing resistance


Embedding Change

  • New ways of working become the norm

  • Maintaining momentum

  • Transferring ownership


Anchoring the Change



Commences January 28th '13
(Leamington Spa)

£3500+VAT per delegate

inclusive of:

  • Comprehensive training manual

  • Lunches and refreshments

  • Lean Sigma Toolkit

  • Access to Lean Sigma Website

4book places


© Smallpeice Enterprises Limited 2012