Master Black Belt Curriculum

We believe Master Black Belt training should build upon already existing Black Belt training, expanding on the concepts delivered in their previous education. Master Black Belts will typically require two or more years of Black Belt experience (plus training), and five or more years of business experience. MBB’s previous work and expertise should inform their MBB training, building on their existing skills and knowledge base. Some areas of responsibility for Master Black Belts are as follows:

• Leadership and people skills. MBBs will typically manage and coach Black Belts, Green Belts, Yellow Belts, and entire Six Sigma teams, while on the project floor. Furthermore, leadership and people skills are essential to building strong teams and professional relationships. Additionally, MBBs teach team members to deploy improvement tools and solutions, as well as identify areas that require attention.
• Developing and implementing organizational metrics. Classical Six Sigma metrics include timeliness, accuracy, efficiency, workability of business and cost, as well as other measures of quality. Moreover, Master Black Belts should know how to select and implement appropriate metrics.
• Creating, maintaining, and reviewing Six Sigma curriculums in classroom-based training. As Master Black Belts, you will be required to assess and deliver Six Sigma training programs, providing coaching and support for other Belts.
• Networking is an essential skill for Master Black Belts to master, as it can open many doors for you when it comes to finding employment. Master Black Belts often work as consultants, an independent role that requires seeking out opportunities. Networking with other MBBs and Six Sigma practitioners will enable you to get the lay of the land. Likewise, MBB training should teach critical networking skills to build your network from the ground up. Maintaining strong professional relationships is important as an MBB, and training should support this.

Essential Master Black Belt Skills

• DMAIC. MBBs should be able to use and teach DMAIC in the classroom and on projects.

• Non-Parametric Analysis. When there are fewer assumptions to deal with, NPA enables MBBs to get a handle on their data.

• Multi-Vari and Practical Experiments. MBBs will be expected to address multiple parameters and sources of process variation at any one time. Similarly, experience with practical experimentation is just as important.

• Handling Attribute Responses and Optimization Experiments. Our MBB curriculum covers how to use Minitab to handle attribute responses and create optimization experiments.

• Advanced Regression and SPC Methods. Regression alone is a difficult tool to use, and SPC can be just as tricky, but advanced methods are often required. Our MBB curriculum teaches several different ARMs and ASPCs.

• Handling Multi-Response Experiments. We believe in going above and beyond Freeman-Tukey when it comes to MREs.

• Distributional Analysis. We teach our MBBs to understand the far-reaching effects of policy programs and funding decisions.

• SIPOC Diagrams. SIPOC diagrams identify key factors of process improvement projects before commencement.

• Identifying CTQ (critical-to-quality) factors. Quality MBB training teaches how to draw CTQ trees. This enables MBBs to measure and display improvement efforts and align them with customer demands.

• Statistical software training. Reliable, statistical data underpins all Six Sigma work. Our trainers teach MBBs how to use statistical software like Statgraphics, SigmaXL, and SPC XL.

• Poka-Yoke. Mistake-proofing improvement measures will ensure the same problems don’t arise in the future. Our course teaches MBBs to recognize opportunities and devise solutions to reoccurring issues.

Contact us if you have additional questions.

The post What Should be in a Six Sigma Master Black Belt Curriculum? appeared first on 6sigma.

Six Sigma Yellow Belt Curriculum

• Core Yellow Belt Techniques and Ideas 

  Our two-day course introduces process mapping (6-foot view), C&E matrices, effects analysis, failure modes, and fundamental statistics. Likewise, we teach how to comprehend and create SIPOC diagrams, as well as develop graphs. Software like Minitab is an essential tool in Six Sigma, which is why we provide a crash course in how to use it effectively.

• Competitive Strategy

  Six Sigma relies on several important principles to make the most impact on production process improvement.

1. Operational Excellence is a key principle in Yellow Belt curriculums, as it encourages businesses and production lines to operate at optimal levels. Yellow Belt curriculums should teach trainees how to implement OE processes to different types of enterprise. Ideally, OE principles should be taught in a practical and theoretical sense. That way, Yellow Belts will have the best of both worlds when it comes to Six Sigma skills. The practical expertise to make lasting changes towards process improvement, and the theoretical knowledge to back them up.

2. Customer Intimacy is another important principle in Yellow Belt training. On our Yellow Belt curriculum, we teach trainees how to understand value streams within businesses, as well as the many ways in which customer expectation and demand affects production. Yellow Belts should be able to identify areas that require attention, such as those affecting customer satisfaction. 

3. Product and Cost Leadership strategies also form an essential part of Yellow Belt work. Product Leadership pushes companies to produce innovative products and adapt existing services in a creative manner. Cost Leadership is similar in that it pushes a company to take advantage of market share by supplying quality products at competitive prices. Both strategies help to outdo competitors and position a company as leaders in cost and production. Yellow Belts should understand the fundamentals of both if they are to make any significant process changes. 

• Continuous Improvement (Kaizen)

  Additionally, Kaizen is a key mindset for businesses to have. Instead of letting processes fester and accumulate waste over time, employees should be taught to seek out and recognize problems as they occur. Using Yellow Belt knowledge, Six Sigma practitioners need to understand Kaizen and how it can drive lasting process changes. 

• Six Sigma (and Lean)

  Six Sigma and Lean forms the groundwork of all Yellow Belt work. All Yellow Belts should possess a strong grasp of Six Sigma’s fundamental methodologies. Yellow Belts should understand the value, attitudes, and goals of Six Sigma. Our aim is to incorporate more Lean elements into our courses, to help students realize effective improvements in practice. 

• Organizational Culture and Change Management

  Six Sigma demands teamwork, and project management and leadership skills are essential qualities in Yellow Belt training. While Yellow Belts occupy varying positions, they still form part of an important hierarchy which they must understand. In leadership roles, Yellow Belts should also be knowledgeable of Top-Down and Bottom-Up approaches to change management.

The post What Should be in a Six Sigma Yellow Belt Curriculum? appeared first on 6sigma.