International Six Sigma Black Belt Certification
American Society for Quality (ASQ) BOK Aligned Certification Program
Offer organizations the training of their professionals in Six Sigma, through training and coaching in a course that updates their knowledge and develops the necessary skills in the participant, with a depth degree of 120 hours of training known as Black Belt, to apply the strategy, principles, methodology, tools of Six Sigma in an improvement project previously defined and approved by a senior manager in your organization, thus helping senior management to deploy the strategy of the methodology.
It also seeks to develop the theoretical, conceptual and methodological framework for understanding the principles and strategic elements in the definition of projects and the rigorous application of the Six Sigma strategy in an organization.
As a specific objective, the skills required to manage the techniques and tools that make up the body of knowledge developed in Six Sigma are generated, providing the participants with the DMAIC process improvement methodology, supported by Minitab, a specialized computer program for such purposes. and developing their skills as leaders of Six Sigma work teams.
This Black Belt training program is aimed at Directors and Quality Engineers, internal auditors, those responsible for service processes, service managers, managers of support areas: information systems, human talent, administration and finance, maintenance, files, etc.), interested in acquiring the knowledge and experience as a leader of Six Sigma projects.
It is a theoretical-practical course because in addition to the theoretical study sessions, the pragmatic use of the methodology is taught, supported by statistical software, and the participant is accompanied in the stage of applying knowledge in a specific improvement project.
During the Six Sigma program, each participant must develop a project with a goal that must be achieved in a maximum period of six months. The goals should be measured by the number of times the investment returns. On average, Black Belt projects in Six Sigma have a return of twenty to thirty times the value invested. The participant must attend two theoretical training sessions, each lasting one week. At the end of each week of classes, he returns to his Organization to apply theknowledge acquired during three or four weeks. The global cycle lasts 6 months, the expected date for the completion of the project and the consequent graduation of the participant.
Acosixsigma certification programs are accredited by the Six Sigma Global Registry. With this achievement we offer our clients one of the most prestigious certifications in the world. This adds to the alignment of the certification topics with the Body of Knowledge of the American Society for Quality, which translates into better applications for the participants and a wide repertoire of tools previously not included in the Black Belt and Green Belt certifications. .
- instructors
Eri G George
- Systems Engineer from the University of Massachusetts - Lowell with specializations in Process Engineering and Robotics.
- Postgraduate degree in Information Technology Administration from the University of Phoenix.
- Six Sigma Black Belt certified by Sunbeam Jarden Consumer Solutions company in 2005 with recertification in 2006, 2007 and 2008.
- Certified in Advanced Problem Solving and Root Cause Analysis/FMEA by Worcester Polytechnic Institute.
- SQA/ORT Quality Auditor in Asia and Latin America.
- Synergy Technology Solutions Associate Instructor for Six Sigma and Lean Manufacturing.
- Member of the Colombian Society of Six Sigma (Acosixsigma) of which he is an active contributor to the Tools and Tactics section of the members' area.
- He currently serves as president of the same organization.
Roger A. Mejia
- Specialist in Project Management from the National Open and Distance University.
- Industrial Engineer from the Technological University of Pereira.
- Certified Scrum Master, International Six Sigma Black Belt certification and Master Black Belt from Six Sigma Global Registry.
- Yellow Belt Instructor, Green Belt, Black Belt and Master Black Belt for Acosixsigma.
- Responsible for the implementation of performance management models, design of strategic maps, application of Kaizen accelerated improvement events and analysis of production processes in fundamental practices.
- Experience with more than 200 Belts trained in Colombia and Latin America. He has actively participated in the implementation of more than 100 projects with savings of more than 300 million dollars since 2014.
- He currently works as Project Coordinator and Senior Consultant at the Colombian Society of Six Sigma – Acosixsigma.
- Program Content
- Introduction
- The Six Sigma Vision
- Lean - Values and Foundations
- Lean and Six Sigma Integration
- The 8 Wastes
- Goal - Eliminate Defects to Reduce Costs
- Selection of Key Projects
- DMAIC - Project Life Cycle
- e-Front platform
- PHASE DEFINE
- Customer Requirements (VOC)
- Quality Function Deployment (QFD)
- Project Charter - Problem Definition and Objectives
- Process Mapping (SIPOC)
- Value Stream Mapping (VSM)
- Project Feasibility Matrix
- Risk Review
- Introduction to Minitab
- presentation format
- Presentation skills and public speaking
- Multigeneration Project Plan (MGPP)
- Teamwork
- MEASURE PHASE
- Data Collection Plan
- Measurement System Analysis - R&R Study
- Introduction to Variation
- Rolled Through-put Yield (Accumulated Productivity)
- Data Normality / Normality Test
- Processing capacity
- Calculating Sigma / Z Bench
- Starting Requirements (Baseline)
- PHASES TO ANALYZE
- Hypothesis testing
- Graphical tools
- Pareto chart
- histogram
- Control Charts - Continuous Data
- Point Charts
- Run Chart
- Control Charts - Discrete Data
- Box Plot
- Dispersion diagram
- Fitted Line Plot
- Marginal Plots
- Multi-Vari Charts
- Analytical Tools
- 1T tests
- 1Z tests
- 2T tests
- 1-Factor Anova
- Chi Square
- Multiple Regression
- Analysis 1 Proportion
- Analysis 1 Variance
- Non-Normal Data Distribution
- Distribution Identification and Data Transformation
- Nonparametric Data Analysis
- Sign Test for 1 Sample
- 1 Sample Wilcoxon
- Mann–Whitney
- Kruskal–Wallis
- cum test
- Process Capability with Non-Parametric Data
- Non-Normal Data Capacity
- Binomial Capacity
- Poisson Capacity
- Reliability and Weibull Studies
- IMPROVE PHASE
- Selection of Solutions
- Failure Mode and Effects Analysis (FMEA)
- Lean and Six Sigma methods
- 5S
- Standard Operating Instructions
- Poka Yoke
- pull systems
- SMED
- Standard Job
- Kaizen Events
- Introduction to Design of Experiments (DOE)
- Full Factorial DOE
- Response Optimizer
- Factorial Graphs
- Cost benefit analysis
- Implementation plan
- Sample size
- PHASES TO CONTROL
- Control Plans
- Capability Sixpack
- Process Capability Comparison
- Statistical Tolerance
- Cause and Effect Matrix
- Statistical Process Control (SPC)
- Introduction to Design for Six Sigma (DFSS) - DMAVD
- DFSS - Define
- Organizational Change Plan
- Map of Constituents
- Commitment Matrix
- Risk analysis
- Risk Mitigation Plan
- DFSS - Measure
- VOC Segmentation Tree
- Affinity Diagram
- Kano model
- VOC to CTQ Matrix
- Contingency Analysis
- Q.F.D. 1
- DFSS - Analyze
- Identification of Key Features
- Q.F.D. 2
- Functional analysis
- Concept Generation
- Brainstorming
- Mental maps
- analogies
- Morphological Box
- Evaluate and Select Concepts
- Pugh Matrix
- DFSS - Design
- Identification of High Level Elements
- Q.F.D. 3
- Q.F.D. 4
- Axiomatic Design Suh
- Definition Functional Requirements
- triz tools
- DFSS - Verify
- Planning Matrix
- Pilot Plans
- Expert Rating Black Belt Exam
- conclusion
- Introduction to Project Management
- Starting and Planning Projects
- Budget and schedule projects
- Project risk and change management
- Project Management Project
- Strategic Elements for Operational Efficiency
- Introduction to Change Management
- Leadership and Change Management
- The Change Model (John P. Kotter)
- Kotter's 8 steps
- Communication plan
- Analysis and Commitments of Those Involved
- Risk Management Plan
- Strategic Elements for Operational Efficiency
- Introduction to Teamwork.
- team building; Team building. Codes of conduct. slogan. Goals.
- Team work advantages. Synergy.
- Team communication. Effective communication. Message. Communication golden rules.
- Focus on the problem. Active listening. Rules for giving feedback.
- Meeting management. Types of meetings. Stages of meeting management development.
- Monitoring of indicators. Stake.
- Creation and use of meeting agendas for all levels of the structure.
- Importance of the action list. Characteristics of Highly Productive Meetings.
- Continuous improvement cycle in team meetings.
- Preparation and development of daily team meetings.
- Tips for increasing team member engagement.
- Drivers to implement the Teamwork Practice.
- Expert Rating Black Belt Exam
- conclusion
Information
Latin America
United States and Europe
- INTENSITY
- 160 hours
- INVESTMENT VALUE
- $1,500
- INCLUDES
- Teaching materials.
- 1 year of membership in SigmaNet for support materials, seminars, forums, free seminars and discounts on Six Sigma and Operational Excellence activities.
- Virtual follow-up in Project Manager to certification projects for 12 months once the face-to-face training is finished.
- Attendance certificate
- Six Sigma Expert Rating Test
- International Certification Plate upon successful completion of the project.
- Permanent registration in Six Sigma Global Registry for certification verification recognized in 165 countries.
- Minitab temporary license
- Lean Six Sigma DMAIC and DMADV Tools Scheduled Templates in Excel
- Memories of the presentations.
Leave us your data to advise you!
FAQ
According to the Body of Knowledge (BOK) of the American Society for Quality (ASQ) and the international certification programs recognized by Motorola University and the International Society for Six Sigma Certifications, the minimum hour number of the Six Sigma program is:
- Green Belt – 80 hours
- Black Belt – 120 hours
There are a number of Six Sigma programs that are widely marketed and apply only a fraction of the BOK for each level. Acosixsigma is recognized for the large amount of curricular content that applies to all types of industry. For example, the estimated time for a Black Belt certification course is 120 hours, not including additional time allocated to a Six Sigma project. Other providers offer Black Belt training courses totaling 90 hours and Green Belt courses advertised at 56 hours. Therefore the variability in class hours obviously serves as a warning for interested companies to carefully check the subjects when taking a particular course against the established criteria for certification.
A Lean/Kaizen/Blitz Event is an intense effort where the team applies specific Lean approaches to reduce waste, defects, and cycle time and to implement improvements in a particular process or department.
Lean Six Sigma is an integrated set of methodologies that encompasses both Lean and Six Sigma concepts. It combines two powerful toolsets to address all aspects of quality, cost, and delivery. Both sets of methodologies have a customer and quality focus and are based on continuous improvement, which allows them to be very complementary.
Lean focuses on offering competitively priced products and services by eliminating waste and its drivers, while Six Sigma focuses on minimizing and reducing process variation that causes nonconformities.
Lean Six Sigma combines the strength and rigor of Six Sigma and data-driven analysis with the simple tools of Lean to eliminate waste and its drivers. The combination of the two methods provides a more robust set of tools for organizations to apply to solve problems, using the tools and techniques that best suit the specific problem at hand. Rather than the traditional independent use of tools, Lean Six Sigma combines Lean approaches into Six Sigma through the DMAIC (Define, Measure, Analyze, Improve and Control) method, as well as allowing Lean approaches to be used on their own. in the DMAIC model.
Process improvement is necessary for the performance of an organization that does not meet customer requirements. Lean Six Sigma offers a comprehensive set of tools, techniques, and approaches to enable an organization to gather customer requirements, analyze existing performance against those requirements, implement solutions to address performance gaps, and maintain best-in-class status. The tools and techniques used are the most appropriate for the specific problem at hand.
