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The Black Belt certification is the 3rd level of 6 Sigma certificates. Mastering the statistical tools of the 6 Sigma, he must also know many concepts related to organization and management.

The function of the Six Sigma Black Belt

The role of the Black Belt is to drive an average of 3 to 4 projects per year, allowing each to make between 100 000 and $200000 of economy. In his role as Black Belt, he is in charge of:

  • Assist in the choice of projects.
  • Set up a project team.
  • Define and control projects
  • Master the tools of problem solving.
  • train and mentor the Green Belt.
  • Present and carry out the project reporting.
  • Develop the Project charter.

The human qualities of the Black Belt

Methodical: The 6 Sigma consists of a multitude of tools that all have defined processes… and not at random. Reversing or forgetting steps can lead to the failure of the project.

Spirit of Synthesis: situations are often complex, in order to avoid getting lost in the workings of change and problem solving, hindsight and the ability to synthesize is necessary.

simplicity and pugnacity: These are attitudes often cited as essential to facilitate contact and achieve adherence to these ideas.

Perfectionist : seeking Perfection is the ultimate goal of the process and projects.

The components of the Black Belt training

In addition to knowing at a higher level the knowledge of the Green Belt, the Black Belt is formed on the elements below.

For the levels, the scale is as follows:

  • E: Expert, knows how to use and transmit
  • C: Good knowledge, knows how to use
  • I: understands what it is but not or little use it

Lean Six Sigma Management

Aligning projects with the strategy

Understand the importance of aligning projects with business strategy

How to explain how to create a clear line between performance indicators and organizational strategy using Hoshin Kanri and Gemba Kanri.

I

Change Management

Knowing that the conduct of change is a “tailor-to-measure” process where good practices can help.

Know the concept of paradigms and the consequences on our behavior.

Know the main principles of motivation and the involvement of the staff. Understand the stakes.

Know how to bring teams by demonstrating Leadership.

I

Kaizen

Problems solving

Know and know how to use the method of Kepner Tregoe and Shainin

C

Total Productive Maintenance

Master the concept of the TPM and know how to calculate and use the OEE.

C

Lean Six Sigma Innovation

The robust design

be introduced to statistical tolerance.

I

The tools of Creativity

Know the principles and the levers of creativity. Know how to describe selective attention.

Know the “map” of the tools of creativity.

I

Innovation

Know how to differentiate an invention from an innovation.

Be introduced to the use of the QFD tool to “align” customer expectations with the realization of the product and/or service.

Includes the system for classifying customer expectations according to the Kano method.

I

The Design For X

Know the concepts of DFX.

I

Analysis Phase

Determine relationships between data

Know the most advanced tool of regressions, logistic regression.

C

Hypothesis Testing

Know how to use statistical tools for non-normal data or attributes. Understand the principle of matched data and the consequences.

Know how to use the Box-Cox transform technique.

Know the advanced hypothesis testing: Kendall Tau, Spearman correlation, McNemar test, T test for matched data, Cochran Q, Anderson Darling, Liliefors test, Shapiro Wilk, Kolmogorov-Smirnov, Brown-Forsythe.

C

Phase Improve

Pilot tests

Describe and know when to use the plan of Plackett and Burman.

Know how to search for an optimum with EVOP plans.

C

Evaluate different alternatives

Know when and how to use the decision support tools. Know the AHP method.

C

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