Six Sigma requires people to think and work in different ways. This requires that they be trained in the new way of thinking and working. There is a lot of training to be done as spelled out in the implementation plan. The key groups to be trained are executives, business teams, site leadership teams, functional leadership teams, Champions, MBBs, Black Belts, and Green Belts.
The Executive, Business Team, Site Leadership Team, and Functional Leadership Team workshops are typically one or two days and focus on what Six Sigma is, how it will be deployed, and roles of the groups involved. These are active workshops in which work is done on the deployment and implementation plans; not passive overviews. A draft deployment plan with carefully selected areas for initial projects is a key output of these workshops (Figure 4-3).
The Champion workshop is typically three to five days. Its focus is on developing a deeper understanding of Six Sigma, deployment in the organization, and roles of the Project Champion and the Black Belt. Project Champions are trained to guide the work of the Black Belts. The Champion also spends time learning the DMAIC process and understanding the Six Sigma tools the Black Belt will be using.
Black Belt training typically lasts four weeks, with each week focused on a phase of the DMAIC process. The usual sequence is Week 1 (define and measure), Week 2 (analyze), Week 3 (improve), and Week 4 (control). The recommended outlines for finance and manufacturing-oriented courses proposed by Hoerl (2001) are shown in the following two lists. Note that these outlines include both Design for Six Sigma (DFSS) methodology and tools. Some companies teach DFSS separately, while others prefer to integrate it with DMAIC training. Both approaches work.
Sample Black Belt Course for Finance
(This course is in three weeks, with Week 3 being a Black Belt addition to an existing Green Belt course)
Week 1
The DMAIC and DFSS (Design for Six Sigma) improvement strategies
Project selection and scoping (Define)
QFD
Sampling principles (quality and quantity)
Measurement system analysis (also called “gage R&R”)
Process capability
Basic graphs
Hypothesis testing
Regression
Week 2
DOE (focus on 2-level factorials)
Design for Six Sigma tools
Requirements flowdown
Capability flowup (prediction)
Piloting
Simulation
FMEA
Developing control plans
Control charts
Week 3
Power (impact of sample size)
Impact of process instability on capability analysis
Confidence Intervals (vs. hypothesis tests)
Implications of the Central Limit Theorem
Transformations
How to detect “Lying With Statistics”
General Linear Models
Fractional Factorial DOEs
Sample Black Belt Course for Manufacturing
(The superscripts refer to the week in which the material would appear)
Context1
Why Six Sigma
DMAIC & DFSS processes (sequential case studies)
Project management fundamentals
Team effectiveness fundamentals
Define1
Project selection
Scoping projects
Developing a project plan
Multi-generational projects
Process identification (SIPOC)
Measure1
QFD
Identifying customer needs
Developing measurable critical-to-quality metrics (CTQ's)
Sampling (data quantity and data quality)
Measurement System Analysis (not just gauge R&R)
SPC Part I
The concept of statistical control (process stability)
The implications of instability on capability measures
Capability analysis
Analyze2
Basic graphical improvement tools (“Magnificent 7”)
Management and planning tools (affinity, ID, etc.)
Confidence intervals (emphasized)
Hypothesis testing (de-emphasized)
ANOVA (de-emphasized)
Regression
Multi-Vari Studies
Developing conceptual designs in DFSS
Improve3-4
DOE (focus on two level factorials, screening designs, and RSM)
Piloting (of DMAIC improvements)
FMEA
Mistake-proofing
DFSS design tools
CTQ flowdown
Capability flowup
Simulation
Control4
Developing control plans
SPC Part II
Using control charts
Piloting new designs in DFSS
Green Belt training typically lasts two weeks with Week 1 focused on the define, measure, and analyze phases of DMAIC and the second week focused on the analyze and control phases. A recommended outline of topics for manufacturing Green Belt training is shown here—
Context1
Why Six Sigma
DMAIC (sequantial case studies)
Project management fundamentals
Team effectiveness fundamentals
Define1
Project selection
Scoping projects
Developing a project plan
Process identification (SIPOC)
Measure1
QFD
Identifying customer needs
Developing measureable critical-to-quality (CTQs)
Sampling (data quantity and data quality)
Measurement System Analysis (not just gage R&R)
SPC Part I
The concept of statistical control (process stability)
The implications of instability on capability measures
Capability analysis
Analyze1, 2
FMEA
Basic graphical improvement tools (“Magnificent 7”)
Confidence intervals (emphasized)
Hypothesis testing (de-emphasized)
ANOVA (de-emphasized)
Regression
Multi-Vari Studies
Improve2
DOE (focus on two level factorials)
Piloting (of DMAIC improvements)
Mistake-proofing
Control2
Developing control plans
SPC Part II
Using control charts
Black Belt and Green Belt training topics and areas of emphasis must be based on the specific needs and targeted applications of the organization. The sample curricula presented here form a base of reference or starting point, not the final answer for all organizations. Alternative curricula, as well as guidelines for conducting effective training, can be found in Hoerl (2001) and its associated discussion.
Key to the success of Black Belt and Green Belt training is the practice of working on real projects during the training. It is our firm belief that a real, significant project should be the admission ticket for the training: “No Project, No Training.” As noted earlier, if the projects are completed, the resulting benefits should more than pay for the training.
Organizing and conducting Six Sigma training needs careful planning, coordination, and execution. It is so important for the training leaders to have experience in the deployment of similar efforts that most companies hire outside Six Sigma consultants to provide this service initially. Experienced providers have the knowledge, experience, capability, and capacity to do what is needed to create a successful deployment. Once the initiative has been successfully launched, and internal MBBs obtain sufficient experience, they should begin to assume leadership of this effort.
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