Lean Six Sigma Black Belt Course Curriculum

The Integrated Enterprise Excellence (IEE) Lean Six Sigma Black Belt Course curriculum below provides many enhancements over traditional Lean Six Sigma training curriculum.

Suggested on-site training is 8:00 AM – 5:00 PM   Tuesday – Thursday for four weeks over four months.

The taught IEE Define-Measure-Analyze-Improve-Control (DMAIC) process improvement structure follows the roadmap:


Lean Six Sigma Black Belt Course Curriculum roadmap


Five books are taught from during the training;


In the training there will be many:

  • Hands-on exercises refine skills on the proper use of process measurement, analysis, and improvement tools.
  • Minitab dataset examples and exercises from the provided books provide tools-application illustrations.
  • Many breakout team exercises on how to apply Lean Six Sigma tools to several class-selected projects provide how-to-apply class concepts to the student’s world.
  • Student project report-outs at the end of each day receive positive improvement suggestions.

The course content below is in alignment to the phases of this DMAIC roadmap.

Define Phase

  • Improvement project selection
  • How project will benefit the business
  • Problem statement and project charter
  • Project schedule and team creation

Measure Phase

  • Metric(s) that will be used to quantify the process-output-response that the project is to improve.
  • Use a free 30,000-foot-level app to create a baseline for the project’s metric that is to be improved. This 30,000-foot-level report provides both a process stability assessment and capability statement in one chart.
  • Cost of Poor Quality (COPQ) and/or Cost of Doing Nothing Differently (CODND)
  • Creation of a project SIPOC (supplier, inputs, process, outputs, customers)
  • Obtaining customer needs, wants and desires (Kano Model)
  • Lean Six Sigma Metrics
  • Project Management: Three Pillars, Flexibility Matrix, Gantt Charts
  • Histogram
  • Sample and descriptive statistics
  • Degrees of freedom
  • Probability plotting
  • Attribute and continuous responses
  • Pareto Chart
  • Defect vs defective responses
  • Variation and process performance
  • Rational Subgrouping
  • Distributions
  • Lean thinking and principles
  • Lean enterprise: Value, waste, flow, value stream
  • Value added, non-value added, and waste
  • Key lean metrics, takt time, Little’s law
  • Standardized work chart (Spaghetti Diagram)
  • Combination work table
  • Logic flow map
  • Value stream mapping
  • Measurement System Analysis (MSA)
  • Process flow charting
  • Brainstorming
  • Nominal group technique (NGT)
  • Cause-and-effect diagram
  • Force field analysis
  • Why-why diagram
  • Tree diagram
  • Affinity Diagram
  • Benchmarking
  • Cause and Effect Matrix
  • Analytic Hierarchy process
  • Failure Mode and Effects Analysis (FMEA)

Analyze Phase

  • Data collection, types, and sources
  • Check sheets
  • Automated systems
  • Sources of error in sampling
  • Sample size trade-offs
  • Visualization of data
  • Box plot
  • Dot plot
  • Multi-Vari Charts
  • Basic statistics (t, z, F…. testing)
  • Regression
  • Analysis of Variance (ANOVA)
  • Analysis of Means (ANOM)
  • Variance Components
  • General Linear Modeling
  • Binary Logistic Regression

Improve Phase

  • Design of Experiments (DOE); Full and fractional designs
  • Response Surface Designs
  • Steepest Ascent
  • Mixture Designs (if appropriate)
  • Plan-Do-Check-Act (PDCA)
  • Standard Work and Operating Procedures
  • Lean Improvement Tools
  • Future State Value Stream Map
  • 5S (Sort, Set in Order, Shine, Standardize, and Sustain)
  • Mistake Proofing (Poka-Yoke)
  • One piece flow vs batch flow & Kanban
  • Cellular Flow
  • Visual Process Management
  • Demand Management
  • Changeover Reduction
  • Managing and Balancing Process Flow
  • Managing the Process Flow
  • One Piece versus Batch Flow
  • Single Piece Flow Exercise
  • Cellular Flow
  • Visual Management
  • Visual Controls
  • Creating a Visual Office
  • Kanban Management
  • Material Management
  • Product flow Management
  • Changeover
  • Future State VSM
  • Kaizen principles
  • Pugh Matrix
  • Pilot testing
  • Demonstrating and Quantifying Process Improvements by staging the baseline 30,000-foot-level report to an enhanced performance level

Control Phase

  • Control plan development
  • Reaction plans
  • Continuous performance assessment methods
  • FMEA usage
  • Leveraging gains across organization
  • Automatic updating process output responses that are linked to the processes that created them throughout the organization
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