Black Belt Training & Implementation
In 1986, Motorola pioneered the Six-Sigma® methodology in order to achieve the company's unprecedented goal of a hundred-fold improvement in quality within five years. Since that time, the methodology has delivered dramatic business results for Motorola. Other notable companies, like General Electric and Allied Signal/Honeywell, continue to adopt Six-Sigma and have experienced similar significant results.
For more than a decade, Motorola University has been providing Six Sigma consulting and training services to a variety of organizations. We have helped companies build a network of experts in the implementation of statistical methodologies and other continuous improvement tools. These Six Sigma experts serve as change agents, internal consultants, and project leaders to drive quality improvement in their organizations.
Now, Motorola University has used its Six Sigma experience to create this unique offering - the Six Sigma™ Institute. This Institute is designed to create Six Sigma experts who have the knowledge and skills to implement quality improvement initiatives in key areas of their organization. It is not necessary to be an Engineering or Manufacturing professional to reap the benefits of this program - this Institute presents a process that works in those environments as well as Administrative, Service or Transactional settings.
The approach to developing Six Sigma experts is based on an Action Learning Model that combines classroom instruction with real-time project implementation and mentoring. So as you learn the Six Sigma principles in class, you will immediately apply these principles to relevant projects in your organization - with the assistance of a Six -Sigma consultant.
The journey to becoming a Six Sigma expert will span four months, alternating between spending one week in training, and three weeks back on the job, applying the tools and techniques you learned to improve your project.
Week 1: Week One will present the process to be followed throughout the Six Sigma Institute. Participant expectations will be managed relative to the content to be covered during each of the weeklong training sessions as well as the activities that should occur with participants' improvement projects during the time between each session. Participants will complete a Six Sigma simulation as a means of experiencing the fundamental performance improvement principles. The DMAIC model (Define, Measure, Analyze, Improve, & Control) for continuous improvement will be introduced and reviewed. The model will be linked to organizational strategy, critical business issues, and business performance. Then the majority of the week will explore the first two phases of the DMAIC model in depth - Define Opportunities and Measure Performance. In order to define an opportunity, participants will learn how to validate and scope their improvement project, link customer requirements and business processes to the effort, and construct an effective team to complete the project. For measuring performance, what to measure and how to measure it will be covered. Lastly, the MINITAB™ statistical software package will be introduced.
Week 2: Week Two will begin with a review of the content covered in Week One. The homework assignment and project work (customer requirements, process maps, and data collection) will also be discussed and evaluated. The week focuses on the content, tools and techniques associated with the next phase of the DMAIC model - Analyze Opportunity. Within the first two phases, a hypothesis has been formulated relative to where variation and defects are occurring within processes and how these defects hinder the ability to meet customer requirements. The goal of analyzing the opportunity further is to start defining the potential causes of the variation. Participants will begin applying statistical methods to make single sample, two sample, and multiple sample data comparisons. Sources of variation studies for process and measurement systems will also be applied. A variety of tools and techniques will be presented for interpreting data displays, comparing data, determining root causes, and identifying sources of variation.
Week 3: Week Three will begin with a recap of the content covered in Week Two and a discussion of project activity that has occurred since that time. Then the focus will turn to Part 2 of Analyze Opportunity to provide more tools and techniques for the iterative analysis process. Correlation and regression analysis will be covered to continue validating root causes. The next technique explored will be Design of Experiments (DOE) and Screening Experiments. Full and fractional factorial designs will be covered. The last analysis technique presented will be an effective Statistical Process Control (SPC) program. Participants will construct control charts for variable data using three approaches under standard assumptions.
Week 4: After reviewing previously covered content and project activity, the week transitions to the final two phases of the DMAIC model: Improve Performance and Control Performance. During Improve, participants will generate and evaluate ideas for eliminating root causes of customer defects. The Response Surface Methodology (RSM) will also be utilized to characterize and optimize processes. Finally, participants will develop implementation plans for their solutions as part of controlling performance. The four-week program culminates with a Capstone Case Study that pulls together the concepts, tools and techniques covered throughout the program.
The newly trained, Six Sigma expert is now ready to tackle other projects of increasing complexity and potential for savings to the organization.
Six Sigma® is a Registered Service Mark of Motorola.
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