Lean Sigma & Six Sigma Training with Smallpeice Enterprises

LEAN SIGMA BUSINESS BLACK BELT UPGRADE

Commences October 4th 2010(Leamington Spa)	Ł2500+VAT per delegate inclusive of: Comprehensive training manual Lunches and refreshments Lean Sigma Toolkit Access to Lean Sigma Website	4book places

INTRODUCTION
For accredited Green Belts, this programme provides the upgrade path to achieve Black Belt status, focusing on the advanced DMAIC tools that are required for more complex projects. The 2-block course format combines training inputs and practical exercises and case study simulations. Delegates are recommended to enter the programme with a suitable Lean Sigma project assigned, which should be progressed in parallel with training.
ACCREDITATION
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 Ł175 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).

BLOCK 1
DEFINE REVISITED	MEASURE PHASE		ANALYSE PHASE
October 4th	October 5th	October 6th	October 7th	October 8th
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

BLOCK 2
IMPROVE PHASE			CONTROL PHASE
November 1st	November 2nd	November 3rd	November 4th	November 5th
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 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