Home / Non-Accredited / Project Management, Agile & Process Improvement / Lean Six Sigma Black Belt Training (10 days)
Quick Look Course Summary:Lean Six Sigma Black Belt Training (10 days)
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Length: 10 day(s)
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Price (at your venue): 1 Person R 172,477 EX VAT 3 Person R 78,296 EX VAT 10 Person R 42,263 EX VAT
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Certification Type:Non-Accredited
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Locations & Venues: Off-site or in-house. We train in all major city centres throughout South Africa.
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Lean Six Sigma Black Belt Training (10 days)
An internal Lean Six Sigma expert who can run a portfolio of improvement projects, coach Green Belts and report verified savings to leadership.
Most organisations have more improvement ideas than people who can turn them into measured, lasting results. A Black Belt closes that gap: a full-time improvement lead who runs several Lean Six Sigma projects at once, coaches Green Belts and reports verified savings to leadership. This Lean Six Sigma Black Belt training is a 10-day, instructor-led programme that builds that capability inside your business.
Delegates work through the complete DMAIC cycle – Define, Measure, Analyse, Improve and Control – at Black Belt depth. That means stakeholder analysis, voice of the customer, quality function deployment and project chartering; measurement system analysis and process capability; correlation, regression and hypothesis testing to confirm root causes; design of experiments and FMEA to find and de-risk solutions; and statistical process control with control plans that keep the gains. Lean tools such as value stream mapping, flow and pull run alongside the statistics, together with the leadership, team and change skills a full-time improvement lead needs.
The programme runs over about 14 weeks. The 10 classroom days can be scheduled in consecutive weeks or spread out to suit operations, and between sessions delegates complete assignments, case studies, exercises and video materials. Each delegate applies the method to a live business problem, so the programme pays back while it runs.
Why this course
For your organisation
- An internal expert who owns a portfolio of improvement projects
- Savings and quality gains measured and verified, not estimated
- A coach for Green Belts and Yellow Belts across the business
- A live project delivering results during the programme
- Less variation, rework and waste – without cutting your people
For your delegates
- Advanced statistical tools, applied to a real project
- Skills to lead teams, manage change and win stakeholder support
- A schedule that fits around operations, with structured self-study
- An internationally recognised VMEdu Lean Six Sigma certificate on completion
What delegates will be able to do
- Lead Lean Six Sigma projects through every DMAIC phase and run tollgate reviews
- Select and charter projects using stakeholder analysis, voice of the customer, CTQs and QFD
- Validate a measurement system with gage R&R and quantify process capability
- Confirm root causes with correlation, regression and hypothesis testing
- Design and analyse experiments to find the settings that improve a process
- Assess solution risk with FMEA and pilot improvements before full rollout
- Hold the gains with statistical process control, control plans and standard operating procedures
- Verify and report project benefits, and coach Green Belts on their projects
Who should attend
Experienced Green Belts, quality, operations and continuous-improvement managers, engineers and analysts who will lead improvement work full-time or manage several projects at once, in manufacturing, mining, services, finance, logistics or the public sector. It suits organisations that want a senior internal expert to run their Lean Six Sigma programme. Comfort with data and Excel is expected; delegates without Green Belt knowledge should discuss their background with us before booking.
Course outline
Day 1 – Quality, Lean Six Sigma and the Black Belt role
The evolution of quality
- From inspection to quality management: a short history
- What Deming, Juran, Ishikawa and Taguchi contributed
- Taking an enterprise-wide view of quality
- The leader's role in a quality programme
Lean Six Sigma essentials
- How Lean and Six Sigma work together
- Customer focus, root causes, waste and flow
- The eight wastes and value-adding work
- DMAIC for existing processes and DMADV for new designs
The Black Belt in the organisation
- Roles: sponsor, champion, Master Black Belt, Black Belt, Green Belt, Yellow Belt and process owner
- Forming project teams and managing team dynamics
- Leading improvement without formal authority
- Programme overview: classroom days, self-study and the live project
Days 2-3 – Define
Stakeholders and project selection
- Identifying stakeholders and analysing their impact
- Linking projects to strategy and the cost of poor quality
- Selection criteria and building a project pipeline
- Choosing each delegate's live project
Voice of the customer and requirements
- Capturing the voice of the customer
- Kano's levels of customer satisfaction
- Critical-to-quality (CTQ) requirements
- Quality function deployment (QFD)
- Benchmarking performance against others
The project charter
- Problem statement, goal and scope
- Business case and financial evaluation
- Milestones, team and governance
- Define tollgate review
Leading the project and the change
- Planning and tracking an improvement project
- Communicating with sponsors and process owners
- Understanding and handling resistance to change
Days 4-5 – Measure
Process characteristics and mapping
- Process metrics: lead time, cycle time and throughput
- Process maps and SIPOC analysis
- Current-state value stream maps
Data and sampling
- Data types and measurement scales
- Sampling techniques and sample size
- Data collection plans
- Fishbone diagrams to decide what to measure
Basic and analytical statistics
- Descriptive statistics and graphical analysis
- Probability and common distributions
- The central limit theorem and confidence intervals
Measurement system analysis
- Accuracy, precision, bias, linearity and stability
- Gage R&R for continuous data
- Attribute agreement analysis
Process capability
- Cp, Cpk, Pp and Ppk
- Capability for non-normal and attribute data
- DPMO, yield and sigma level
- Measure tollgate review
Days 6-7 – Analyse
Sources of variation
- Common-cause and special-cause variation
- Multi-vari studies
- Stratifying and visualising data to narrow the search
Correlation and regression
- Scatter plots and correlation
- Simple and multiple linear regression
- Residual analysis and model checking
- An introduction to logistic regression
Hypothesis testing
- Hypotheses, p-values, risk and power
- t-tests, tests for variance and ANOVA
- Non-parametric tests for non-normal data
- Proportion and chi-square tests
Confirming root causes
- Moving from suspected to verified root causes
- Prioritising the vital few causes
- Presenting statistical evidence to non-specialists
- Analyse tollgate review
Days 8-9 – Improve
Generating and prioritising solutions
- Creative techniques for generating solutions
- Lean solutions: flow, pull, quick changeover and standard work
- Selection matrices and cost-benefit analysis
Design of experiments
- Planning an experiment: factors, levels and responses
- Full factorial designs
- Fractional factorial designs and confounding
- Main effects, interactions and finding optimal settings
Piloting and validating improvements
- Failure mode and effects analysis (FMEA)
- Planning and running a pilot
- Validating results statistically before rollout
- Implementation and change management plans
- Improve tollgate review
Day 10 – Control, project close-out and coaching others
Statistical process control
- Rational subgrouping
- Control charts for continuous and attribute data
- Out-of-control rules and response plans
Control plans and sustaining the gains
- Control plans and standard operating procedures
- Mistake-proofing and visual management
- Handing over to the process owner
Close-out and the wider programme
- Verifying benefits with finance
- Lessons learned and replicating improvements
- Coaching Green Belts and reviewing their projects
- Control tollgate review and next steps
How it is delivered
10 instructor-led days, 08:30-16:00, within a programme of about 14 weeks; the days can run in consecutive weeks or at broken intervals to suit operational demands. Off-site at a BOTI classroom in the major South African city centres, or in-house at your venue. Groups of 2 to 10 delegates per contact session. Between sessions delegates complete mandatory assignments, exams, case studies, exercises and video materials, and apply the method to a live project. Delegates should bring a laptop with Microsoft Excel for the statistics work. We deliver it at your offices in Johannesburg, Pretoria, Durban, Cape Town and anywhere else in South Africa, at a BOTI venue in Johannesburg, or live online for teams in different places.
What our clients say
“The training was practical, engaging and relevant to our workplace environment, providing participants with valuable knowledge and practical skills that could be applied in their respective roles.”
“All training programmes were delivered in a highly professional manner, with effective coordination and strict adherence to our scheduling requirements. The facilitators demonstrated a commendable level of expertise, and the quality of delivery consistently met our expectations.”
“The facilitator was excellent and took time to ensure that the employee understood the content and was able to apply the learning in order to develop the portfolio of evidence.”
Frequently asked questions
How long does the programme take?
There are 10 instructor-led days within a programme of about 14 weeks. The classroom days can run in consecutive weeks or be spread out, and delegates complete self-study and work on a live project in between.
Do delegates need Green Belt first?
Green Belt knowledge makes the programme much easier, because Black Belt goes deeper into statistics, experiments and leading several projects. Delegates who have not done Green Belt should talk to us about their background first; the 6-day Green Belt course is the usual stepping stone.
Can you run it at our offices, and how many people can attend?
Yes. We run it in-house at your venue anywhere in South Africa or at a BOTI classroom in the major city centres, for 2 to 10 delegates per contact session.
Is it accredited?
No – it is a non-accredited programme. Delegates receive a BOTI certificate of attendance and an internationally recognised VMEdu Lean Six Sigma certificate on completion.
Is the certification exam fee included?
The VMEdu exam fee is charged per delegate. Ask us for a quote and we will show the training and the exam separately.
Can you run this course in Johannesburg, Cape Town or Durban?
Yes. We train on site at your offices in Johannesburg, Pretoria, Durban, Cape Town and across South Africa, at a BOTI venue in Johannesburg, or live online so a team spread over several offices can attend together.
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