| Lean Six Sigma Black Belt Certification |
| 10 days, Open Enrollment and In-house Offering | 8 CEUs l 80 PDUs |
| REGISTER ONLINE | ON-SITE DELIVERY | ALUMNI DISCOUNT | EMPLOYEE DISCOUNT | |
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PROGRAM DESCRIPTION The duration for the course is usually 10 days in length (in addition to an existing Green Belt certification), depending upon the desired emphasis on Lean Improvement tools and techniques, and the contents are as follows: ~ Why Do Lean Six Sigma a. Definition and graphical view of Lean Six Sigma: Overview of business applications, i. Example Sigma Levels, ii. Introduction to DPMO and cost as metrics, b. Comparisons between typical TQM and Lean Six Sigma Programs, c. Origins and Success Stories, d. Proof of Need ~ How to Deploy Lean Six Sigma a. Leadership responsibilities, b. Description of the roles and responsibilities, c. Resource allocation, d. Data driven decision making, e. Organizational metrics and dashboards ~ Lean Six Sigma Projects a. Project Focus, b. Selecting Projects, c. Overview of DMAIC methodology, d. Project Reporting ~ Incorporating Voice of the Customer a. Affinity Diagram, b. Goal Posts vs. Kano, c. Customer Focus and the Leadership Role, d. Overview of QFD, e. Customer Data, f. Big Y's, Little Y's ~ DEFINE: Project Definition a. Tasks, b. Work Breakdown Structure, c. Pareto Diagrams, d. Process Maps, e. Matrix Diagrams, f. Project Charters, g. Customer Interviewing and Surveys, h. Reporting ~ DEFINE: Project Financials a. Quality Cost Classifications, b. Quantifying Project Benefits, c. Calculations ~ DEFINE: Goals & Metrics a. Customer Requirements Tree; CTC, CTQ, CTS Parameters, b. CTx Flow-down Model (Big Y's, Little y's), c. KPOVs and data, d. Measurement & Feedback, e. Calculating Lean Sigma Levels ~ DEFINE: Project Scheduling a. Activity Network Diagram, b. PERT Analysis, c. GANNT Chart ~ DEFINE: Change Management / Teams a. Problems with Change, b. Achieving Buy-In, c. Team Formation, Rules & Responsibilities: Stages of Development, Overcoming Problems, d. Consensus Building using Affinity Diagram, e. Nominal Group Technique & Prioritization Matrix ~ MEASURE: Tools a. Measure Stage Objectives, b. Flowcharts, c. Process Maps, d. Value Stream maps, e. SIPOC, f. Box-Whisker Plots, g. Cause & Effect Diagrams, h. Check Sheets, i. Interrelationship Digraph ~ MEASURE: Establishing Process Baseline a. Enumerative vs. Analytic Statistics, b. Process Variation, c. Benefits of Control Charts, d. Requirements vs. Control, e. Control Chart Interpretation ~ MEASURE: X-Bar Charts a. Uses, b. Construction & Calculations, c. Assumptions, d. Rational Subgroups, e. Sampling Considerations ~ MEASURE: Individuals Data a. Uses, b. Construction & Calculations, c. Assumptions, d. Sampling Considerations, e. Interpretation, f. Overview of Other Individuals Charts, i. Run Charts, ii. Moving Average Charts, iii. EWMA Charts ~ MEASURE: Process Capability a. Histograms, b. Probability Plots, c. Goodness of Fit Tests, d. Demand Profiling, Segmentation and Time Series Plots, e. Capability & Performance Indices, i. Relative to Process Control, ii. Capability-Continuous data, iii. Interpretation, iv. Estimating Error ~ MEASURE: Attribute Charts a. Uses, b. Selection, c. Construction & Calculations, d. Sampling Considerations, e. Data Collection Plans Revised ~ MEASURE: Short Run SPC a. Uses, b. Calculations: Nominals chart, Stabilized Chart, ~ MEASURE: Measurement Systems Analysis a. Stability Studies, b. Linearity Analysis, c. R&R Analysis, i. Range Method Calculations, ii. Interpretation, iii. Using Control Charts, iv. Destructive Tests, v. ANOVA Method ~ ANALYZE: Lean Thinking a. Definition of Waste, b. The 5 Whys, c. The 5 Ss, d. Critical path Analysis, e. Analyzing Process for Non-Value-Add, i. Cycle Efficiencies, ii. Lead Time and Velocity, f. Methods to Increase Velocity, i. Standardization, ii. Optimization, iii. Spaghetti Diagrams, iv. 5S, v. Flow, vi. Setup Reductions ~ ANALYZE: Sources of Variation a. Cause and Effect Diagram and Single Phase C&E Matrix, b. Multi-vari Plots and Chi-Square, c. Control Charts Analysis, d. Confidence Intervals on Mean, e. Confidence Intervals on Percent, f. Hypothesis Test on Mean, g. Hypothesis Test on Mean of Two Samples, h. Power & Sample Size, i. Contingency tables, j. Non-parametric Tests ~ ANALYZE: Regression Analysis a. Scatter Diagrams, b. Linear Model, c. Interpreting the ANOVA Table, d. Confidence & Prediction Limits, e. Residuals Analysis, f. Overview of Multiple Regression Tools, g. DOE vs. Traditional Experiments & Data Mining ~ ANALYZE: Multiple Regression a. Multivariate Models, b. Interaction Plots, c. Interpreting ANOVA Tables, d. Model Considerations, e. Stepwise Regression, f. Residuals Analysis ~ ANALYZE: DOE Introduction a. Terminology, b. DOE vs. Traditional Experiments, c. DOE vs. Historical Data, d. Design Planning, e. Using Simulations, such as Stat-a-Pult, f. Design Specifications, i. Selecting Responses, ii. Selecting Factors and Levels, g. Complete Factorials, h. Fractional Factorials, i. Aliasing, ii. Screening Designs ~ ANALYZE: DOE Analysis Fundamentals a. Estimating Effects and Coefficients, b. Significance Plots, c. Estimating Error, d. Extending Designs, e. Power of Design, f. Sceening, Characterizing, Optimizing, Path of Steepest Ascent (2 variables), g. Lack of Fit, h. Tests for Surface Curvature ~ ANALYZE: Design Selection a. Desirable Designs, b. Performance, i. Balance, ii. Orthogonality, iii. Resolution, c. Other Design Models, i. Saturated Designs, ii. Plackett Burman Designs, iii. Johns 3/4 Designs, iv. Central Composite Designs, v. Box Behnken Designs, vi. Taguchi Designs (mention) ~ ANALYZE: Transforms a. Need for Transformations, b. Non-Constant Variance, c. Box-Cox Transforms, d. Calculated Parameters, e. Taguchi Signal to Noise Ratios ~ IMPROVE: Tools a. Improve Stage Objectives, b. Tools to Prioritize Improvement Opportunities, c. Tools to Define New Process Flow, i. Lean Tools to reduce NVA and Achieve Flow, d. Tools to Define & Mitigate Failure Modes, i. PDPC, ii. FMECA, iii. Preventing Failures, e. Reference to Tools for Defining New Process Levels ~ IMPROVE: Response Surface Analysis a. Objectives, b. Applications, c. Sequential Technique, d. Steepest Ascent ~ IMPROVE: Ridge Analysis a. Graphical Method, b. Analytical Method, c. Overlaid Contours, d. Desirability Function ~ IMPROVE: Simulations a. Applications, b. Examples, c. Applying Probabilistic Estimates, d. Using Hand-off Maps ~ IMPROVE: Evolutionary Operation a. Methodology, b. Example, c. Risks & Advantages ~ CONTROL: Tools a. Control Stage Objectives, b. Control Plans, c. Training, d. Measuring Improvement ~ CONTROL: Serial Correlation a. Applications, b. Estimating Autocorrelation, c. Interpreting Autocorrelation, d. Batch Control Charts ~ Design for Six Sigma Overview a. Methodology, b. Tools for DFSS, c. System, Parameter and Tolerance Designs |
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AUDIENCE
This training is suitable for anyone with the appropriate pre-requisites with the desire to lead teams using the DMAIC methodology and advanced statistical tools. The Body of Knowledge for the American Society for Quality (ASQ) Green Belt exam is covered in this program, including a comprehensive ‘build-your-own-exam’ of 100 questions to ensure competency. |
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PROGRAM DATES / LOCATIONS Program Starting in March 2010 ~
Alternate Fridays (four) and Saturdays (six) l 9am-5pm l NSU Main Campus, Fort Lauderdale Session dates: March 19 (Fri.), April 3, 16 (Fri.), May 1, 14 (Fri.), June 5, 18 (Fri.), July 10, 24, and August 7, 2010 Program Starting in September 2010 ~ Alternate Fridays (four) and Saturdays (six) l 9am-5pm l NSU Main Campus, Fort Lauderdale Session dates: September 17 (Fri.), October 2, 15 (Fri.), 30, December 4, 17 (Fri.), 2010, January 8, 22, February 5, and 18 (Fri.), 2011 Program Starting in March 2011 ~ Alternate Fridays (two) and Saturdays (eight) l 9am-5pm l NSU Main Campus, Fort Lauderdale Session dates: March 5, 18 (Fri.), April 2, 15 (Fri.), 30, May 14, June 4, 11, 25, and July 9, 2011 |
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INSTRUCTOR/S Frank Voehl
 Frank has consulted with all types of organizations, applying leading-edge quality and productivity principles to achieve world-class quality standards. He has founded and led successful business improvement/consulting organizations, including FPL’s QualTec Quality Services. From 1998 through 2001, Frank served as National Chair for ASQ’s Community Quality Council, which helped coordinate the deployment and understanding of quality improvement tools and techniques for hundreds of city, county and local community initiatives.He has held several senior management positions, including COO--for a major software development organization, CEO--for a Sheet metal fabrication company, and Chancellor and Master Instructor--for the Harrington Institute and the FPL QualtTec Institute for Competitive Advantage. Over the past 25 years, Frank has trained thousands of Improvement Teams and hundreds of Design Teams in improvement tools and techniques, including QIP, Lean Six Sigma and Continuous Improvement. |
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PROGRAM FEE Fee of $4,000 includes tuition, instructional materials, and coffee breaks.
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ON-SITE OFFERING/S 
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REGISTRATION
We encourage you to register early to reserve your place in the class.
Register online. Click here or visit our homepage. | Website: http://nova.edu/execed (programs listed by category) Register by phone. Call us | Toll Free: 800.672.7223, ext. 25137 or | Tel: 954.262.5137 Click here to download registration form.  .Register by e-mail. Download registration form and send via e-mail attachment. | E-mail: execed@nova.edu Register by fax. Download registration form and send via fax. | Fax: 954.262.3188 Register by mail. Download registration form and send via mail. | Hudson Institute of Entrepreneurship and Executive Education
H. Wayne Huizenga School of Business and Entrepreneurship Nova Southeastern University 3301 College Avenue, Carl DeSantis Building, Suite 2088 Fort Lauderdale-Davie, FL 33314 Class size is limited; enrollment is on a space-available basis. We accept the following forms of payment: check (payable to "Nova Southeastern University") and credit card (Visa, MasterCard, or American Express). Payment arrangements must be made for your registration to be considered complete. |
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The Lean Six Sigma Black Belt training program integrates classroom learning with hands-on data analysis using real-world organizational problems. The course material provides an in-depth look at the DMAIC problem-solving methodology, as well as deployment and project development approaches. The course flow follows the DMAIC and the DFSS methodologies, with the appropriate tools and concepts taught at each stage of project deployment. 
Lean Six Sigma Black Belt certification is designed for people who will perform or facilitate process analysis and improvement activities. It is appropriate for personnel from all levels and all areas of the organization. Black Belt candidates generally have college degrees in industry-related fields, including business, engineering, or sciences, and have achieved the Green Belt status. They are comfortable using mathematics, are experienced problem solvers, have college-level reading comprehension skills, and are proficient in using Windows-based computer software, including MS Office and general statistical software packages. |
SUBSTITUTION, CANCELLATION, AND TRANSFER POLICIES
Program fees are due in full upon application to the program. If you are unable to attend this program, we will accept an appropriate substitute participant to take your place up to the day of the program. There is a $75 administration fee for substitutions made less than two weeks prior to the start of the program. NSU will grant an 80 percent refund for cancellations made two or more weeks prior to the start of the program. For cancellations made within two weeks prior to the start of the program, a 50 percent refund will be granted. There is no refund if you withdraw after the start of the program. We will allow one transfer of this registration to a future offering of the same program. We will charge an administration fee for any future postponements. Fees and dates are subject to change without notice. |
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CONTACT INFORMATION For additional program information, please contact us at: Hudson Institute of Entrepreneurship and Executive Education http://nova.edu/execed (programs listed by category) |
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PROGRAM STAFF Dr. Vincent S. Daniels l Executive Director l vdaniels@nova.edu |
