Lean Six Sigma Black Belt Certification

The lean six sigma black belt is the most exclusive certification for the lean six sigma management methodology. The six sigma black belt certification is the crest of mastering that will lead one to have a wider view of implementing lean, Design for six sigma(DFSS). Six Sigma define, measure, analyze, improve and control (DMAIC) and total productive maintenance(TPM). Be ready to dive into the ocean, We are acting as springboards for more than 4000 certified lean six sigma belts till date.

Key Features:
  • 21 hours of quality e-learning content.
  • 6 chapter- end quizzes
  • 3 lean six sigma black belt simulation exams.
  • course completion certificate
  • IASSC exam fee not included
  • 35 PDUs offered

COURSE CONTENT:

00 - Six Sigma Black Belt
  • 0.1 Welcome
  • 0.2 Six Sigma Black Belt
  • 0.3 Agenda
  • 0.4 What is SSBB
  • 0.5 Accreditation Institute
  • 0.6 Target Audience
  • 0.7 SSBB Exam Format
  • 0.8 Simplilearn LSSBB Course Offer
01 - Overview
  • 1.1 Welcome
  • 1.2 Overview
  • 1.3 Agenda
  • 1.4 Lesson 1 About LSSBB
  • 1.5 Agenda
  • 1.6 What is Six Sigma
  • 1.7 Six Sigma Roles and Responsibilities
  • 1.8 About SSBB
  • 1.9 LSSBB Roles and Responsibilities
  • 1.10 Summary
  • 1.11 Lesson 2 Organizational Roadblocks
  • 1.12 Agenda
  • 1.13 Traditional Organization versus Customer Driven Organization
  • 1.14 Types of Organizational Roadblocks
  • 1.15 Types of Organizational Roadblocks(Contd.)
  • 1.16 Types of Organizational Roadblocks(Contd.)
  • 1.17 Types of Organizational Roadblocks(Contd.)
  • 1.18 Types of Organizational Roadblocks(Contd.)
  • 1.19 Types of Organizational Roadblocks(Contd.)
  • 1.20 Types of Organizational Roadblocks(Contd.)
  • 1.21 Change Resistance Curve
  • 1.22 Change Resistance Curve(Contd.)
  • 1.23 Change Resistance Curve(Contd.)
  • 1.24 Common Resistance Points
  • 1.25 Common Resistance Points(Contd.)
  • 1.26 Overcoming Resistance Points
  • 1.27 Force Field Analysis
  • 1.28 Force Field Analysis(Contd.)
  • 1.29 Force Field Analysis(Contd.)
  • 1.30 Force Field Analysis(Contd.)
  • 1.31 Summary
  • 1.32 Lesson 3 Role of Communication and Selection Criteria in Black Belt
  • 1.33 Agenda
  • 1.34 Black Belt Role Summary
  • 1.35 Black Belt Communication Expectations
  • 1.36 Black Belt Selection Criteria
  • 1.37 Summary
  • 1.38 Lesson 4 Overview of Continuous Improvement
  • 1.39 Agenda
  • 1.40 Continual Improvement Process
  • 1.41 Continuous versus Continual Improvement
  • 1.42 Kaizen Continual Improvement
  • 1.43 Kaizen Continual Improvement(Contd.)
  • 1.44 Summary
  • 1.45 Lesson 5 Lean An Overview
  • 1.46 Agenda
  • 1.47 What is Lean
  • 1.48 History of Lean
  • 1.49 Principles of Lean
  • 1.50 Key Benefits of Implementing Lean
  • 1.51 Key Benefits of Implementing Lean(Contd.)
  • 1.52 Why Lean before Six Sigma
  • 1.53 Summary
  • 1.54 Lesson 6 Lean Concepts Explained
  • 1.55 Agenda
  • 1.56 Warusa Kagen
  • 1.57 Warusa Kagen(Contd.)
  • 1.58 3Ms
  • 1.59 8 Types of Waste (TIMWOODS)
  • 1.60 Mottainai
  • 1.61 Hoshin Kanri
  • 1.62 Hoshin Kanri(Contd.)
  • 1.63 Hoshin Kanri(Contd.)
  • 1.64 Takt Time
  • 1.65 Takt Time(Contd.)
  • 1.66 Cycle Time
  • 1.67 Lead Time
  • 1.68 Lead Time Assignment
  • 1.69 Lead Time Assignment(Contd.)
  • 1.70 Production Cycle Efficiency
  • 1.71 Batch Size
  • 1.72 Every Part Every Interval(EPEI)
  • 1.73 EPEI(Contd.)
  • 1.74 EPEI(Contd.)
  • 1.75 EPEI Calculation Spreadsheet
  • 1.76 Batch Size Assignment
  • 1.77 Batch Size Assignment(Contd.)
  • 1.78 Batch Size Assignment(Contd.)
  • 1.79 Batch Size Assignment(Contd.)
  • 1.80 Batch Size Assignment(Contd.)
  • 1.81 Crew Size
  • 1.82 Crew Size Assignment
  • 1.83 Crew Size Assignment(Contd.)
  • 1.84 Crew Size Assignment(Contd)
  • 1.85 Standardized Working Progress(SWIP)
  • 1.86 Summary
  • 1.87 Lesson 7 Lean Tools Explained
  • 1.88 Agenda
  • 1.89 5S
  • 1.90 5S(Contd.)
  • 1.91 5S Audit Worksheet
  • 1.92 SMED
  • 1.93 SMED(Contd.)
  • 1.94 Heijunka
  • 1.95 Heijunka An Example
  • 1.96 Genchi Genbutsu
  • 1.97 Value Stream Mapping(VSM)
  • 1.98 VSM Symbols
  • 1.99 Value Stream Mapping(Contd.)
  • 1.100 Value Stream Mapping(Contd.)
  • 1.101 Summary
  • 1.102 Quiz
02 - DFSS, Pre-define and Define (DMAIC)
  • 2.1 Welcome
  • 2.2 Agenda
  • 2.3 DFSS Pre Define and Define(DMAIC)
  • 2.4 DFSS Design for Six Sigma and DMAIC versus DFSS
  • 2.5 Agenda
  • 2.6 Agenda(Contd.)
  • 2.7 Design for Six Sigma(DFSS)
  • 2.8 DFSS Approach to Problem Solving
  • 2.9 DMAIC Approach to Problem Solving
  • 2.10 DMAIC versus DFSS
  • 2.11 DFSS Tools
  • 2.12 Toll Gate Review
  • 2.13 Benchmarking
  • 2.14 MSA
  • 2.15 VOC
  • 2.16 Needs Vs Requirements
  • 2.17 KJ Diagram
  • 2.18 Quality Function Deployment(QFD)
  • 2.19 Kano Model
  • 2.20 Kano Model(Contd.)
  • 2.21 Kano Model(Contd.)
  • 2.22 HOQ
  • 2.23 HOQ(Contd.)
  • 2.24 HOQ(Contd.)
  • 2.25 AHP
  • 2.26 AHP(Contd.)
  • 2.27 Pugh Matrix for Concept Selection
  • 2.28 Pugh Matrix for Concept Selection(Contd.)
  • 2.29 Sample Pugh Matrix
  • 2.30 Monte Carlo Simulation
  • 2.31 Design for X
  • 2.32 Summary
  • 2.33 Lesson 2 Pre Define Activities
  • 2.34 Agenda
  • 2.35 Prerequisites of a Six Sigma Project
  • 2.36 Qualifications of a Six Sigma Project
  • 2.37 Cornerstones of a Six Sigma Project
  • 2.38 Six Sigma Deployment Cycle Plan
  • 2.39 10 Point Ongoing Project Evaluation
  • 2.40 Project Prioritization Matrix
  • 2.41 Project Prioritization Matrix(Contd.)
  • 2.42 Enterprise Wide versus LOB View
  • 2.43 Enterprise Wide Roles and Responsibilities
  • 2.44 NPV(Net Present Value)
  • 2.45 Internal Rate of Return(IRR)
  • 2.46 NPV and IRR An Example
  • 2.47 NPV and IRR An Example(Contd.)
  • 2.48 Summary
  • 2.49 Lesson 3 Define
  • 2.50 Agenda
  • 2.51 Define Key Objectives
  • 2.52 Voice of Customer
  • 2.53 Voice of Business
  • 2.54 Voice of Process
  • 2.55 VOC VOB and VOP
  • 2.56 Kano Model
  • 2.57 Assignment
  • 2.58 Translation to Project Y
  • 2.59 Quality Function Deployment
  • 2.60 Quality Function Deployment(Contd.)
  • 2.61 Quality Function Deployment An Example
  • 2.62 Process Map
  • 2.63 Y Baseline Performance
  • 2.64 Y Baseline Performance(Contd.)
  • 2.65 SIPOC
  • 2.66 Project Charter
  • 2.67 The Problem Statement and the Goal Statement
  • 2.68 RACI Matrix
  • 2.69 Business Metrics
  • 2.70 Business Metrics(Contd.)
  • 2.71 Project Deliverables
  • 2.72 Project Scheduling
  • 2.73 Team Selection
  • 2.74 Define Roles and Responsibilities
  • 2.75 Define Tools Summary
  • 2.76 Lesson 3 Summary
  • 2.77 Quiz
03 - Measure
  • 3.1 Measure
  • 3.2 Introduction to MEASURE
  • 3.3 Agenda
  • 3.4 Pre Measure Considerations and Tools
  • 3.5 Agenda
  • 3.6 Define Phase Toll Gate Review
  • 3.7 DFMEA
  • 3.8 DFMEA(Contd.)
  • 3.9 DFMEA(Contd.)
  • 3.10 DFMEA(Contd.)
  • 3.11 DFMEA(Contd.)
  • 3.12 Cause and Effect Matrix(CE Matrix)
  • 3.13 Cause and Effect Matrix(Contd.)
  • 3.14 Cause and Effect Matrix(CE Matrix)(Contd.)
  • 3.15 Cause and Effect Matrix(CE Matrix)(Contd.)
  • 3.16 Cause and Effect Matrix(CE Matrix)(Contd.)
  • 3.17 Cause and Effect Matrix(Contd.)
  • 3.18 Summary
  • 3.19 Types of Data and Measurement Scales
  • 3.20 Agenda
  • 3.21 Objectives of Measure Phase
  • 3.22 What is a Process
  • 3.23 Flowcharts
  • 3.24 SIPOC
  • 3.25 SIPOC(Contd.)
  • 3.26 SIPOC(Contd.)
  • 3.27 Metrics
  • 3.28 Measurement Scales
  • 3.29 Measurement Scales(Contd.)
  • 3.30 Measurement Scales(Contd.)
  • 3.31 Types of Data
  • 3.32 Types of Data(Contd.)
  • 3.33 Summary
  • 3.34 Central Tendency and Dispersion
  • 3.35 Agenda
  • 3.36 Central Tendency and Dispersion Introduction
  • 3.37 Mean
  • 3.38 Mean(Contd.)
  • 3.39 Median
  • 3.40 Mode
  • 3.41 Range
  • 3.42 Variance
  • 3.43 Standard Deviation
  • 3.44 Mean Deviation
  • 3.45 Summary
  • 3.46 Measurement System Analysis
  • 3.47 Agenda
  • 3.48 Purpose of Measurement System Analysis
  • 3.49 Measurement System Errors
  • 3.50 Measurement System Errors(Contd.)
  • 3.51 Measurement System Errors(Contd.)
  • 3.52 Properties of Good Measurement Systems
  • 3.53 Measurement System Errors Illustrated
  • 3.54 Measurement System Discrimination
  • 3.55 Bias
  • 3.56 Bias(Contd.)
  • 3.57 Measurement System Analysis Process Flow
  • 3.58 Part Variation
  • 3.59 Measurement System Analysis Formulas
  • 3.60 Measurement Systems Analysis Example
  • 3.61 Measurement Systems Analysis Example(Contd.)
  • 3.62 Measurement Systems Analysis Graphs
  • 3.63 Measurement Systems Analysis Graphs(Contd.)
  • 3.64 Measurement Systems Analysis Graphs(Contd.)
  • 3.65 Assignment
  • 3.66 Attribute RR
  • 3.67 Attribute RR(Contd.)
  • 3.68 Attribute RR(Contd.)
  • 3.69 Attribute RR(Contd.)
  • 3.70 Attribute RR(Contd.)
  • 3.71 Attribute RR(Contd.)
  • 3.72 Attribute RR(Contd.)
  • 3.73 Attribute RR(Contd.)
  • 3.74 Attribute RR(Contd.)
  • 3.75 Attribute RR(Contd.)
  • 3.76 When to Do Measurement System Analysis
  • 3.77 Data Collection Plan
  • 3.78 Data Collection Plan Template and Example
  • 3.79 Summary
  • 3.80 Stability Conditions
  • 3.81 Agenda
  • 3.82 Controlled Process and Variation
  • 3.83 Special Causes of Variation
  • 3.84 Common Causes of Variation
  • 3.85 Common Causes of Variation(Contd.)
  • 3.86 Stability Introduction and SPC
  • 3.87 Stability Check with Minitab
  • 3.88 Stability Check with Minitab(Contd.)
  • 3.89 Stability Check with Minitab(Contd.)
  • 3.90 Stability Check with Minitab(Contd.)
  • 3.91 Stability Check using Run Charts
  • 3.92 Stability Conditions
  • 3.93 Central Limit Theorem
  • 3.94 Summary
  • 3.95 Capability Metrics
  • 3.96 Agenda
  • 3.97 Process Capability Pre Considerations
  • 3.98 Process Capability Pre Considerations(Contd.)
  • 3.99 Process Capability Pre Considerations(Contd.)
  • 3.100 Process Capability Pre Considerations(Contd.)
  • 3.101 Process Capability Pre Considerations(Contd.)
  • 3.102 Process Capability Pre Considerations(Contd.)
  • 3.103 Process Capability Pre Considerations(Contd.)
  • 3.104 Process Capability Pre Considerations(Contd.)
  • 3.105 Process Capability Pre Considerations(Contd.)
  • 3.106 Process Capability Indices for Continuous Data
  • 3.107 Process Capability Indices for Continuous Data(Contd.)
  • 3.108 Process Capability Indices for Continuous Data(Contd.)
  • 3.109 Process Capability Indices Interpretation
  • 3.110 Process Capability for Discrete Data
  • 3.111 Process Capability for Discrete Data(Contd.)
  • 3.112 Process Capability for Discrete Data(Contd.)
  • 3.113 Non Normal Capability Analysis
  • 3.114 Non Normal Capability Analysis(Contd.)
  • 3.115 Non Normal Capability Analysis(Contd.)
  • 3.116 Non Normal Capability Analysis(Contd.)
  • 3.117 Non Normal Capability Analysis(Contd.)
  • 3.118 Non Normal Capability Analysis(Contd.)
  • 3.119 Assignment
  • 3.120 Summary
  • 3.121 Variations Variability Capability and Process Conditions
  • 3.122 Agenda
  • 3.123 Variations and Variability
  • 3.124 Variations and Variability(Contd.)
  • 3.125 Variations and Variability(Contd.)
  • 3.126 Capability and Process Conditions
  • 3.127 Summary
  • 3.128 Data Distributions
  • 3.129 Agenda
  • 3.130 Permutations and Combinations
  • 3.131 Permutations and Combinations(Contd.)
  • 3.132 Frequency and Cumulative Distributions
  • 3.133 Binomial Distribution
  • 3.134 Binomial Distribution(Contd.)
  • 3.135 Binomial Distribution(Contd.)
  • 3.136 Binomial Distribution(Contd.)
  • 3.137 Poisson Distribution
  • 3.138 Poisson Distribution(Contd.)
  • 3.139 Poisson Distribution(Contd.)
  • 3.140 Normal Distribution
  • 3.141 Normal Distribution(Contd.)
  • 3.142 Exponential Distribution
  • 3.143 Exponential Distribution
  • 3.144 Summary
  • 3.145 Sigma Shift Mean Shift and Reducing Variations
  • 3.146 Agenda
  • 3.147 Sigma Shift
  • 3.148 Mean Shift or Reducing Variations
  • 3.149 Mean Shift or Reducing Variations(Contd.)
  • 3.150 Baseline Data
  • 3.151 Summary
  • 3.152 Measure Phase Summary
  • 3.153 Measure Activity Summary
  • 3.154 Measure Tools Summary
  • 3.155 Quiz
04 - Analyze
  • 4.1 Welcome
  • 4.2 Analyze
  • 4.3 Agenda
  • 4.4 Lesson 1 Pre Analyze Considerations
  • 4.5 Agenda
  • 4.6 Analyze Phase Introduction
  • 4.7 Pre Analyze Considerations
  • 4.8 Pre Analyze Considerations(Contd.)
  • 4.9 Objectives of Analyze
  • 4.10 Visually Displaying Data
  • 4.11 Summary
  • 4.12 Lesson 2 Value Stream Analysis
  • 4.13 Agenda
  • 4.14 Value Waste and NVA Activities
  • 4.15 What is a Value Stream
  • 4.16 Value Stream Example
  • 4.17 Value Stream Analysis Muda
  • 4.18 Value Stream Analysis Muda(Contd.)
  • 4.19 Value Stream Map
  • 4.20 Value Stream Map(Contd.)
  • 4.21 Spaghetti Charts
  • 4.22 Spaghetti Chart As Is
  • 4.23 Spaghetti Chart Should Be
  • 4.24 Spaghetti Charts(Contd.)
  • 4.25 Summary
  • 4.26 Lesson 3 Sources of Variation
  • 4.27 Agenda
  • 4.28 Sources of Variation
  • 4.29 Sources of Variation(Contd.)
  • 4.30 Cause and Effect Diagram
  • 4.31 Cause and Effect Diagram(Contd.)
  • 4.32 Cause and Effect Diagram(Contd.)
  • 4.33 Cause and Effect Diagram(Contd.)
  • 4.34 Affinity Diagram
  • 4.35 Box Plot
  • 4.36 Box Plot(Contd.)
  • 4.37 Box Plot(Contd.)
  • 4.38 Box Plot(Contd.)
  • 4.39 Box Plot(Contd.)
  • 4.40 Summary
  • 4.41 Lesson 4 Regression
  • 4.42 Agenda
  • 4.43 Objectives of Regression Analysis
  • 4.44 Concepts of Regression Analysis
  • 4.45 Concepts of Regression Analysis(Contd.)
  • 4.46 Simple Linear Regression
  • 4.47 Simple Linear Regression(Contd.)
  • 4.48 Simple Linear Regression(Contd.)
  • 4.49 Simple Linear Regression(Contd.)
  • 4.50 Simple Linear Regression(Contd.)
  • 4.51 Simple Linear Regression(Contd.)
  • 4.52 Multiple Linear Regression
  • 4.53 Multiple Linear Regression(Contd.)
  • 4.54 Multiple Linear Regression(Contd.)
  • 4.55 Multiple Linear Regression(Contd.)
  • 4.56 Multiple Linear Regression(Contd.)
  • 4.57 Multiple Linear Regression(Contd.)
  • 4.58 Multiple Linear Regression(Contd.)
  • 4.59 Multiple Linear Regression(Contd.).mp4
  • 4.60 Multiple Linear Regression(Contd.)
  • 4.61 Best Subsets Regression and Stepwise Regression
  • 4.62 Summary
  • 4.63 Lesson 5 Confidence Intervals
  • 4.64 Agenda
  • 4.65 Concepts of Confidence Intervals and Confidence Intervals Testing
  • 4.66 Concepts of Confidence Intervals and Confidence Intervals Testing(Contd.)
  • 4.67 Concepts of Confidence Intervals and Confidence Intervals Tes
  • 4.68 Concepts of Confidence Intervals and Confidence Intervals Tes
  • 4.69 Confidence Intervals for Difference between Two Means
  • 4.70 Confidence Intervals Working
  • 4.71 Confidence Intervals Working(Contd.)
  • 4.72 Confidence Intervals Impactors
  • 4.73 Chi Square Confidence Intervals for Variances
  • 4.74 Chi-Square Confidence Intervals for Variances(Contd.)
  • 4.75 Z Confidence Intervals for Proportions
  • 4.76 Chi Square and Probability
  • 4.77 T Distribution Confidence Intervals
  • 4.78 Summary
  • 4.79 Lesson 5 Parametric Hypothesis Testing
  • 4.80 Agenda
  • 4.81 Agenda(Contd.)
  • 4.82 Hypothesis Testing Objective
  • 4.83 Hypothesis Testing Concepts
  • 4.84 Null and Alternate Hypothesis
  • 4.85 Type 1 Error
  • 4.86 Type II Error
  • 4.87 Significance Level (α)
  • 4.88 Significance Level (α) (Contd.)
  • 4.89 Type II Error (Contd.)
  • 4.90 β and Power
  • 4.91 P Value, and Acceptance and Rejection Conditions
  • 4.92 Sample Size Determination for Tests
  • 4.93 1 Sample z Test
  • 4.94 1 Sample z Test(Contd.)
  • 4.95 1 Sample z Test(Contd.)
  • 4.96 2 Sample z test
  • 4.97 f Test of Equality of Variances
  • 4.98 1 Sample t Test
  • 4.99 1 Sample t Test(Contd.)
  • 4.100 2 Sample t Test
  • 4.101 2 Sample t Test
  • 4.102 2 Sample t Test
  • 4.103 Paired t Test
  • 4.104 Paired t Test(Contd.)
  • 4.105 Paired t Test Interpretation
  • 4.106 Paired t Test(Contd.)
  • 4.107 Paired t Test(Contd.)
  • 4.108 ANOVA
  • 4.109 One Way ANOVA
  • 4.110 Two Way ANOVA with Replication
  • 4.111 Two Way ANOVA with Replication(Contd.)
  • 4.112 Two Way ANOVA with Replication(Contd.)
  • 4.113 Two Way ANOVA with Replication(Contd.)
  • 4.114 Summary
  • 4.115 Lesson 7 Nonparametric Hypothesis Testing
  • 4.116 Agenda
  • 4.117 Nonparametric Testing Conditions
  • 4.118 Mann Whitney Test
  • 4.119 Mann Whitney Test(Contd.)
  • 4.120 1 Sample Sign
  • 4.121 Wilcoxon Sign Rank Test
  • 4.122 Kruskal Wallis
  • 4.123 Mood’s Median
  • 4.124 Friedman ANOVA
  • 4.125 Friedman ANOVA(Contd.)
  • 4.126 Summary
  • 4.127 Lesson 8 Analyze Additionals Categorical Data and Current Reality Tree
  • 4.128 Agenda
  • 4.129 Categorical Data Analysis
  • 4.130 Categorical Data Analysis(Contd.)
  • 4.131 Categorical Data Analysis(Contd.)
  • 4.132 Categorical Data Analysis(Contd.)
  • 4.133 Current Reality Tree
  • 4.134 Current Reality Tree(Contd.)
  • 4.135 Summary
  • 4.136 Activity Summary Analyze
  • 4.137 Tools Summary Analyze
  • 4.138 Quiz
05 - Improve
  • 5.1 Welcome
  • 5.2 Section V Improve
  • 5.3 Agenda
  • 5.4 Section V Lesson 1
  • 5.5 Agenda
  • 5.6 Pre Improve Considerations
  • 5.6 Pre Improve Considerations
  • 5.7 Model Adequacy Checking
  • 5.8 Model Adequacy Checking(Contd.)
  • 5.9 Model Adequacy Checking(Contd.)
  • 5.10 Multi Vari Charts
  • 5.11 7M Tools
  • 5.12 Activity Network Diagram
  • 5.13 Point and Interval Estimation
  • 5.14 Porter s Five Forces
  • 5.15 Porter s Five Forces (Contd.)
  • 5.16 Pugh Analysis
  • 5.17 Lean 5S
  • 5.18 Summary
  • 5.19 Section V Lesson 2 Design of Experiments Theory
  • 5.20 Agenda
  • 5.21 Introduction to DOE
  • 5.22 Introduction to DOE(Contd.)
  • 5.23 Introduction to DOE(Contd.)
  • 5.24 Introduction to DOE(Contd.)
  • 5.25 Introduction to DOE(Contd.)
  • 5.26 Introduction to DOE(Contd.)
  • 5.27 Types of Designed Experiments
  • 5.28 Main and Interaction Effects
  • 5.29 Main and Interaction Effects(Contd.)
  • 5.30 Main and Interaction Effects(Contd.)
  • 5.31 Main and Interaction Effects(Contd.)
  • 5.32 Replication
  • 5.33 Randomization
  • 5.34 Blocking
  • 5.35 Confounding
  • 5.36 Coding and other DOE Terms
  • 5.37 Sum of Squares Analysis
  • 5.38 Sum of Squares Analysis(Contd.)
  • 5.39 Sum of Squares Analysis(Contd.)
  • 5.40 Sum of Squares Analysis(Contd.)
  • 5.41 Sum of Squares Analysis(Contd.)
  • 5.42 Sum of Squares Analysis(Contd.)
  • 5.43 Sum of Squares Analysis(Contd.)
  • 5.44 Summary
  • 5.45 Section V Lesson 3 Design of Experiments Practice
  • 5.46 Agenda
  • 5.47 Introduction to 2 Factor Factorial Design
  • 5.48 Introduction to 2 Factor Factorial Design(Contd.)
  • 5.49 Introduction to 2 Factor Factorial Design(Contd.)
  • 5.50 2² Design
  • 5.51 2² Design(Contd.)
  • 5.52 2² Design(Contd.)
  • 5.53 2² Design(Contd.)
  • 5.54 2² Design(Contd.)
  • 5.55 2² Design(Contd.)
  • 5.56 2² Design(Contd.)
  • 5.57 2² Design(Contd.)
  • 5.58 2² Design(Contd.)
  • 5.59 2² Design(Contd.)
  • 5.60 2² Design(Contd.)
  • 5.61 2² Design(Contd.)
  • 5.62 2² Design(Contd.)
  • 5.63 2² Design(Contd.)
  • 5.64 2² Design(Contd.)
  • 5.65 2² Design(Contd.)
  • 5.66 2² Design Summary
  • 5.67 General 2k Design
  • 5.68 General 2k Design(Contd.)
  • 5.69 General 2k Design(Contd.)
  • 5.70 General 2k Design(Contd.)
  • 5.71 General 2k Design(Contd.)
  • 5.72 General 2k Design(Contd.)
  • 5.73 General 2k Design(Contd.)
  • 5.74 General 2k Design(Contd.)
  • 5.75 General 2k Design(Contd.)
  • 5.76 General 2k Design(Contd.)
  • 5.77 Single Replicate of 2k Design
  • 5.78 Half Fractional 2k-1 Design
  • 5.79 Half Fractional 2k-1 Design(Contd.)
  • 5.80 Half Fractional 2k-1 Design(Contd.)
  • 5.81 Half Fractional 2k-1 Design(Contd.)
  • 5.82 Half Fractional 2k-1 Design(Contd.)
  • 5.83 Half Fractional 2k-1 Design(Contd.)
  • 5.84 Half Fractional 2k-1 Design(Contd.)
  • 5.85 Quarter Fractional 2k-2 Design
  • 5.86 Quarter Fractional 2k-2 Design(Contd.)
  • 5.87 Quarter Fractional 2k-2 Design(Contd.)
  • 5.88 Quarter Fractional 2k-2 Design(Contd.)
  • 5.89 3k Factorial Design
  • 5.90 3k Factorial Design (Contd.)
  • 5.91 Response Surface Designs
  • 5.92 Response Surface Designs(Contd.)
  • 5.93 Response Surface Designs(Contd.)
  • 5.94 Response Surface Designs(Contd.)
  • 5.95 Response Surface Designs(Contd.)
  • 5.96 Response Surface Designs(Contd.)
  • 5.97 Response Surface Designs(Contd.)
  • 5.98 Response Surface Designs(Contd.)
  • 5.99 Response Surface Designs(Contd.)
  • 5.100 Nested Designs
  • 5.101 Split Plot Designs Introduction
  • 5.102 Taguchi's Designs
  • 5.103 Taguchi's Designs (Contd.)
  • 5.104 Taguchi's L4 Design
  • 5.105 Taguchi's L4 Design Graphs
  • 5.106 Taguchi's L8 Design
  • 5.107 Taguchi's L8 Design(Contd.)
  • 5.108 Taguchi's L8 Design(Contd.)
  • 5.109 Taguchi's L8 Design(Contd.)
  • 5.110 Plackett Burman's Design
  • 5.111 Plackett Burman's Designs(Contd.)
  • 5.112 Quality Function Deployment(House of Quality)
  • 5.113 Summary
  • 5.114 Section V Lesson 4 Brainstorming Solutions Prioritization and Cost Benefit Analysis
  • 5.115 Agenda
  • 5.116 Brainstorming
  • 5.117 Multi Voting
  • 5.118 Brainstorming Prioritization and Cost Benefit Analysis
  • 5.119 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.120 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.121 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.122 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.123 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.124 Brainstorming Prioritization and Cost Benefit Analysis(Contd.)
  • 5.125 Poka Yoke
  • 5.126 Summary
  • 5.127 Section V Lesson 5 Piloting Validating and FMEA
  • 5.128 Agenda
  • 5.129 Pilot Solutions
  • 5.130 Piloting Tools
  • 5.131 Piloting Tools (Contd.)
  • 5.132 Paired t Test
  • 5.133 Paired t Test(Contd.)
  • 5.134 Paired t Test Interpretations
  • 5.135 Paired t Test(Contd.)
  • 5.136 Paired t Test(Contd.)
  • 5.137 Improve Next Steps
  • 5.138 Failure Mode Effects Analysis
  • 5.139 Failure Mode Effects Analysis(Contd.)
  • 5.140 Failure Mode Effects Analysis(Contd.)
  • 5.141 Failure Mode Effects Analysis(Contd.)
  • 5.142 Failure Mode Effects Analysis(Contd.)
  • 5.143 Summary
  • 5.144 Improve Activity Summary
  • 5.145 Quiz
06 - Control
  • 6.1 Welcome
  • 6.2 Section VI Control
  • 6.3 Agenda
  • 6.4 SectionVI Lesson 1 Pre Control Considerations
  • 6.5 Agenda
  • 6.6 Pre Control Considerations
  • 6.7 Assessing the Results of Process Improvement
  • 6.8 Rational Subgrouping
  • 6.9 Summary
  • 6.10 Section VI Lesson 2 Variables and Attributes Control Charts
  • 6.11 Agenda
  • 6.12 Concepts of Variables Control Charts
  • 6.13 Concepts of Variables Control Charts(Contd.)
  • 6.14 Concepts of Variables Control Charts (Contd.)
  • 6.15 Concepts of Variables Control Charts (Contd.)
  • 6.16 Concepts of Variables Control Charts (Contd.)
  • 6.17 Variables Control Charts
  • 6.18 Variables Control Charts(Contd.)
  • 6.19 Variables Control Charts(Contd.)
  • 6.20 Variables Control Charts (Contd.)
  • 6.21 Variables Control Charts (Contd.)
  • 6.22 Variables Control Charts(Contd.)
  • 6.23 Variables Control Charts(Contd.)
  • 6.24 Variables Control Charts(Contd.)
  • 6.25 Variables Control Charts(Contd.)
  • 6.26 Variables Control Charts(Contd.)
  • 6.27 Variables Control Charts(Contd.)
  • 6.28 Variables Control Charts(Contd.)
  • 6.29 Variables Control Charts(Contd.)
  • 6.30 Variables Control Charts(Contd.)
  • 6.31 Variables Control Charts (Contd.)
  • 6.32 EWMA Charts
  • 6.33 EWMA Charts(Contd.)
  • 6.34 Cusum Charts
  • 6.35 Attribute Control Charts
  • 6.36 Attribute Control Charts(Contd.)
  • 6.37 Attribute Control Charts(Contd.)
  • 6.38 Attribute Control Charts (Contd.)
  • 6.39 Attribute Control Charts(Contd.)
  • 6.40 Attribute Control Charts(Contd.)
  • 6.41 Attribute Control Charts(Contd.)
  • 6.42 Summary
  • 6.43 VI Lesson 3 Measurement System Analysis Control Plan and Project Closure
  • 6.44 Agenda
  • 6.45 Measurement System Analysis
  • 6.46 Control Plan
  • 6.47 Control Plan(Contd.)
  • 6.48 Control Plan(Contd.)
  • 6.49 Control Plan(Contd.)
  • 6.50 Project Closure
  • 6.51 Summary
  • 6.52 Section VI Lesson 4 Introduction to Total Productive Maintenance
  • 6.53 Agenda
  • 6.54 Total Productive Maintenance(TPM)
  • 6.55 Total Productive Maintenance(TPM)(Contd.)
  • 6.56 Total Productive Maintenance(TPM)(Contd.)
  • 6.57 Total Productive Maintenance(TPM)(Contd.)
  • 6.58 Total Productive Maintenance(TPM)(Contd.)
  • 6.59 Total Productive Maintenance(TPM)(Contd.)
  • 6.60 Total Productive Maintenance(TPM)(Contd.)
  • 6.61 Summary
  • 6.62 Tools to Refer
  • 6.63 Quiz

What are the course objectives?
  1. The Lean Six Sigma Black (LSSB)Belt Certification is crafted to edge on combined concepts of Lean and six sigma methodologies. lean Six Sigma has become a rage these days. It enables a company to achieve process excellence initiatives, catalyze product delivery, render product quality, and anticipate increased profits.
  2. It targets business improvement and helps in identifying the problems wherever they occur. It calls anything that damages business functionality that raises the costs, retards the productivity, and reduces customer satisfaction and lays a path to solve them.
  3. Enables one to enhance internal processes and to become a quick problem solver.
  4. According to Statistics given by Six Sigma.Com, the median salary for certified professionals in this fields is approx. $83,107 per nnum and can reach up to $ 1,75,000.
What skills will you acquire?

At the end of COEPD's Lean Six Sigma Black Belt Training, One will become an Oracle following :

  1. Apply Lean concepts such as 5s, waste reduction, process mapping, value stream mapping and mistake proofing.
  2. Applying Advanced statistical Analysis to understand the relationship between key inputs and process outputs.
  3. Effective dynamics of team management, and enables one to understand the hierarchy of leadership, and how to achieve success at a greater pace.
  4. Successful completion of projects and delivering to project heads.
  5. how to give effective presentations to entice instructors and managers.
What career benefits are in store for you?

Becoming a certified lean six sigma Black belt enables one to get marathon of new career opportunities and win the race with a hefty salary. Those who are drifted in this methodology are given greater respect and sought in their field.It helps one to achieve success at a greater pace. This certification:

Would be a proof of your dynamic team management and complex enterprise-wide DMAIC projects.

Helps in integrating and improvising philosophy of your organization.

Improvise the problem-solving skills and enhancing the internal operations of a firm.

Who should opt this course??

COEPD's course in LSSB is designed to meet the requirements of the following professionals:

Senior management(especially if the company intends to implement lean six sigma)

Team leaders
software professionals
project managers
Quality assurance engineers
software Quality assurance team
management students

EXAM and CERTIFICATION:

how do I become a COEPD's LSSBB certified professional?

COEPD offers a Two-level course on LSSBC
1. Technical 2. functional.

One would be so called as a Technical professional if the trainee has completed around 85% of the course curriculum and Secure a minimum grade of 60% in LSSBB certification exam.

After getting certified, the trainee has to submit a full-scale life DMAIC project for case review by LSSBB experts. After a blossom review, the trainee would become a certified LSSBB professional.

A typical full-scale DMAIC LSSBB project would last for 8-9 months(phase-1) and LSSBB should be at a height to show project savings up to $200,000.

IASSC Certification:

Classroom course fee is inclusive of exam fee for all countries except India.

The exam fee is exclusive of online self-learning course fee.

The candidate receives an IASSC certificate which is suitable for framing if the candidate scores 580 points out of 750 points in IASSC LSSBB exam.

FAQs?

1. How long would it take for me to complete LSSBB curriculum?

Six Sigma is a discipline of continual learning and practical applications. we deliver a five-day training module, by the end of which one is in a state to use the concepts and tools in their Real life.

2. What are the prerequisites for me to enroll in the LSSBB curriculum?

participate must be a master of statistics.
Must be a Six Sigma Green Belt certified professional.
must have at least two years experience in a quality management role for improving projects condition.

3. Why should I choose COEPD for LSSBB over other courses?

COEPD, the pioneer of online training and certification. we offer scoop full of resources to excel in the training. we have a successful track record of training 12,000 + professionals in 115 countries. we offer a blended delivery model, combining live online classroom training and self-paced e-learning.

© 2015 4cLearn. All Rights Reserved.