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Lean Six Sigma Black Belt Certification Training

Lean Six Sigma Black Belts direct significant product and process improvements linked to increased productivity and profitability. Our innovative training program combines Lean’s focus on the elimination of waste with Six Sigma’s pursuit of breakthrough improvement. It also focuses on Lean Six Sigma integration and the infrastructure needed to achieve organizational excellence. Candidates learn leadership skills, team building and facilitation, coaching and mentoring, Lean DMAIC steps and outputs, and advanced statistical tools. Led by Oriel STAT A MATRIX Master Black Belts, our workshop-based Six Sigma Black Belt training program includes five weeks of training with project application scheduled between training weeks. Upon course completion, you’ll have the skills to lead Lean DMAIC projects and train team members on each step of the process.

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Brief Overview of This Lean Six Sigma Black Belt Training Class

SkillsLab Class ?

Class Content


Class Duration

25 Full-Day Sessions

Teaching Format

Live, Instructor-Led

Delivery Options

Private Team Training Only*

Certification of Completion


Continuing Education Units (CEU)


* This class is only available for private team training for six or more people. This can be done at your facility or virtually. Ask for details. 

Upcoming Classes

Upcoming Lean Six Sigma Black Belt Certification Training Classes


There are no public training classes scheduled right now but this class can be delivered privately to 6 or more people at any time. Ask us for details!


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Course Overview

Here's What We Cover in This Intensive Lean Six Sigma Black Belt Class

This course equips Lean leaders with the necessary skills to lead targeted Lean events or coach others implementing Lean on a day-to-day basis, and helps sigma improvement team leaders lead improvement projects by using the DMAIC process: DEFINE what needs to be improved, and MEASURE what you’re currently doing; ANALYZE the data and develop an improvement plan; IMPROVE your current process and measure success; and CONTROL the gains and repeat the process.

Course Overview
SkillsLab Class

Introduction to Lean

  • Types of work (VA, NVA, waste)
  • Drivers of waste (overburden, unevenness)
  • Definition of Lean
  • Benefits of Lean
  • Examples of implementation
  • Lean Pathway and approaches
  • Methodology for implementing Lean (DMAIC)

Types of Waste

  • Definition of waste
  • Eight categories of waste
  • Drivers of waste
  • Waste assessment worksheet
Lean Simulation! Trial #1

Value Stream Map

  • The value stream
  • High-level value stream map
  • Comprehensive value stream map
  • Mapping the current state
  • See the waste in the value stream

Efficiency Calculation

  • See the waste of downtime
  • Efficiency calculation
  • See all the waste

Organization, Safety, and Workplace Arrangement

  • Definition of organization and safety
  • Workplace map
  • Spaghetti chart


  • Definition of standardized work
  • Process versus operations
  • SIPOC diagram
  • Deployment process map
  • Process requirement document
  • Operation analysis worksheet
Lean Simulation! Trial #2

Data Tools and Approaches

  • Role of data collection
  • Data collection tools for performance, process time, and causal analysis
  • Checksheets
  • Pareto chart
  • Frequency plot
  • Control chart
  • Cycle time worksheet
  • Combination work table
  • Five Whys
  • Cause-and-effect diagram

Error Proofing and Auto-Stop

  • Definition of error proofing
  • Control, warning, shutdown devices
  • Auto-stop or autonomation

Rapid Changeover

  • Definition of rapid changeover or SMED
  • Reduce setup time
  • Internal and external setup activities

Integrated Maintenance

  • Definition of integrated maintenance or TPM

One-Piece Flow and Pull

  • Just-in-time principles
  • Continuous one-piece flow
  • In-process stock
  • Pull system
Lean Simulation! Trial #3

Process Pulse (Takt Time)

  • Definition of process pulse
  • Process pulse (takt time) calculation

Signaling Pull (Kanban)

  • Definition of pull signal
  • Kanban types
  • Determing kanban size

Visual Management

  • Status and signaling (andon)
  • Visual standards and control

Load Leveling

  • Definition of load leveling
  • Balance chart
  • Isolated versus total efficiency
Lean Simulation! Trial #4

Sequencing and Production Leveling

  • Definition of sequencing and production leveling
  • Scheduling level volume and mix
  • Leveling box
  • Sequencing worksheet

Leading Targeted Lean Events

  • Plan
  • Create a charter
  • Identify team members
  • Complete prework and plan logistics
  • Conduct the event: DEFINE, MEASURE, ANALYZE, IMPROVE
  • Follow up after the event: CONTROL

Introduction to Process Management

  • The five phases of process management
  • How Six Sigma fits into process management

Introduction: Why Six Sigma?

  • What is Six Sigma?
  • Understanding process sigma
  • Process improvement
  • Process design
  • Benefits and key success factors

Overview: DMAICThe Process Improvement Method

  • Overview of DMAIC
  • DMAIC roadmaps
Case study!

Starting Your Project

  • Project selection criteria
  • Drafting your charter

Understanding and Mapping Processes

  • Understanding how processes behave
  • High-level process mapping (SIPOC)
  • Detailed process mapping

Voice of the Customer

  • What is VOC and why is it important?
  • Step 1: Defining the customers
  • Step 2: Data collection systems
  • Step 3: Analyzing data – affinity diagram
  • Step 4: Defining CTQs
  • Step 5: Setting specifications for CTQs

Basic Statistics and Introduction to Minitab

  • The normal distribution
  • Basic descriptive statistics
  • Introduction to Minitab
  • Combining distributions
  • The central limit theorem
  • Confidence intervals

Data Collection

  • How data can help
  • Data characteristics
  • Five-step data collection process
  • Data collection plan
  • Step 1: Data collection goals
  • Step 2: Developing operational definitions and calculating sample size
  • Step 3: Measurement system analysis
  • Step 4: Begin data collection
  • Step 5: Continue improving consistency

Data Analysis

  • Types of variation, appropriate responses
  • Creating and interpreting plots of variation
  • Specification limits and control limits
  • Studying the distribution of numeric data

Measuring Processes

  • Introduction to concepts
  • Yield calculations
  • Defects per unit (DPU)
  • Link to Cpk
  • Process sigma calculations
  • Efficiency calculations
  • Operational equipment effectiveness (OEE)

Identify Potential Causes

  • Identify potential causes
  • Understand relationships between potential causes
  • Waste and flow issues
  • Cycle time and bottlenecks

Verifying Causes

  • Scatter plots
  • Introduction to linear regression
  • Frequency plots
  • Hypothesis testing: T-test, ANOVA, Chi-square
  • Introduction to Design of Experiments

Selecting Solutions

  • Process for selecting solutions
  • Lean approaches
  • Evaluating solutions
    1. Generating and weighting criteria
    2. Evaluate (rank) alternatives
    3. Prioritization matrix

Implementing Solutions

  • Elements of a plan
  • Tasks and timeline planning
  • Budget and resource planning
  • Planning for change
  • Planning to check
  • Potential problem analysis (FMEA)
  • Piloting

Evaluating Results

  • Quantifying results
  • Evaluation and reactions

Standardization: Methods and Training

  • Standardization and benefits
  • Standard practices and procedures
  • Training

Process Monitoring and Control

  • Process management chart
  • Visual controls
  • Ongoing data collection
  • Individuals control charts
  • Attribute control charts
  • Xbar and R charts

Future Plans

  • Closing projects
  • Lessons learned

Green Belt Recap

  • Recap of key DMAIC concepts
  • DMAIC roadmap

Normal Theory Recap

  • Recap of Normal curve
  • Combining distributions
  • Central limit theorem

Non-Normal Distributions

  • Types of distributions
  • Probabilities for non-Normal distributions

Transforming to Normality

  • Testing for Normality
  • Transforming to Normality
  • Selecting transformations

Hypothesis Testing

  • Review of hypothesis testing (comparing two group averages)
  • Comparing two or more group averages: ANOVA part 1
  • Comparing variation between groups: ANOVA part 2
  • Comparing two or more group proportions: the chi-square test
  • Sample sizes for hypothesis tests
  • Review of hypothesis testing

Regression Analysis

  • Introduction to regression analysis
  • Basics of regression analysis
  • General procedures for doing regression analysis (one x)
  • Multiple linear regression
  • Working with multiple regression
  • General procedure for multiple regression
  • Curvilinear regression
  • Regression with discrete x’s
  • Logistic regression (discrete y’s)
  • Review of regression

Design of Experiments

  • Introduction to Design of Experiments (DOE)
  • The factorial approach to designed experiments
  • Designing a full factorial experiment: MSD example
  • Doing the experiment: the MSD example
  • Analyzing an experiment: the MSD example
  • Reducing experimental trials: the half-fraction and confounding
  • Reducing experimental trials: other fractional designs
  • Planning and preparing for a designed experiment
  • Summary

Developing Solutions

  • Full-factorial designs with more than two levels
  • Response surface methodology (RSM)

Soft Skills

  • Conflict resolution
  • Group dynamics
  • Intervention

Measurement System Analysis

  • Gage R&R
  • Nondestructive testing

Multi-Vari Analysis

  • Introduction to multi-vari analysis
  • Planning a multi-vari study
  • Conducting a multi-vari study

Nonparametric Hypothesis Testing

  • Mann-Whitney test
  • Kruskal-Wallis test
  • Friedman test

Trends and Seasonality

  • Forecasting
  • Forecasting with smoothers
  • Forecasting with decomposition models
Application Workshop! Practice and Application of Tools
What You Will Learn

What You Will Learn

At the conclusion of this training class, you will be able to

Define Lean.

Describe the Lean Pathway and associated approaches.

Describe the benefits of implementing Lean.

Lead a group through all approaches in the Lean Pathway.

Apply Lean approaches and the Lean improvement methodology to a process simulation.

Plan for and/or coach others on planning for an event (roles, Lean charters, logistics, etc.).

Select Lean approaches applicable to a given Lean charter.

Select and train others on specific tools and techniques.

Explain in general terms what “Six Sigma” refers to and why it is relevant to process improvement.

Define the three methodologies included in Six Sigma (process management, process improvement, and process design) and how they relate to each other.

Define when to use each of the three methodologies.

Identify the steps and their sequence in DMAIC along with the outputs of and tools in each step.

Define project team roles and responsibilities.

DEFINE your project’s purpose and scope; get background on the process and customer.

In MEASURE, focus improvement by gathering information on the current situation. 

Lead a team through the DEFINE step and parts of the MEASURE step of the DMAIC method and train team members on the steps, outputs, tools, and approaches.

Describe and use the meeting skills process.

Describe and use meeting tools.

Model effective meeting roles.

Describe and use effective communication skills.

Facilitate each phase of discussions using a variety of strategies.

Prepare an initial project storyboard presentation.

In MEASURE, focus improvement by gathering information on the current situation. 

In ANALYZE, identify root causes and confirm them with data.

Lead a team through the portions of the MEASURE and ANALYZE steps presented of the DMAIC method.

Describe various methods for decision making.

Describe and apply Normal theory.

Perform hypothesis testing.

Describe the four stages of team performance.

Observe and discuss group dynamics, including actions, reactions, and interactions.

Identify conflict styles and facilitate a group through conflict caused by content, style, or personality issues.

Describe and apply a continuum of intervention strategies.

Lead a team through the portions of the ANALYZE and IMPROVE steps presented of the DMAIC method.

CONTROL the process and maintain the gains by standardizing work methods or processes, anticipating future improvements, and preserving the lessons from your project.

Lead a team through the last two steps of the DMAIC method and train team members on the steps, outputs, tools, and approaches.

Who Should Attend

Who Should Attend

Individuals identified as internal leaders or Black Belts running Lean events. Lean Six Sigma Black Belt candidates should have a proven history for success and excellent interpersonal skills for the most rewarding team experience for everyone involved. Skill in leading teams in completing process improvement projects is one of the most critical elements for a successful Lean Six Sigma initiative.
  • Internal leaders
  • Project managers
  • Performance excellence personnel
  • Lean Champions
  • Green Belts
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