MANAGEMENT
Six Sigma
Dr. Mikel J. Harry
INSTITUTE
Master Black Belt Program
Six Sigma Master Black Belts are highly skilled practitioners and notable stewards of Six Sigma. They are Black Belts that have demonstrated a superior level of technical capability and exhibited a high level of leadership potential. Owing to such an exposition of technical capability and leadership capacity, these individuals are often recognized as high-gain players by their managers and peers. Consequently, they are ready to assume more and larger responsibilities by expanding and focusing their natural stewardship skills and further leveraging their technical capabilities and experience. In other words, they are ready to multiply their knowledge and skills by showing others the path to success. This program of study is designed to transform a certified Black Belt into a certified Master Black Belt (MBB). The successful MBB candidate will gain the knowledge and skills necessary to strategically and substantively influence the course and direction of a Six Sigma initiative. Of course, the primary focus of this influence is placed on developing a world-class human resource in terms of the critical Six Sigma roles and responsibilities. At the operational level, the role of a Master Black Belt (MBB) is centered on two key proficiencies. First, an MBB must possess a very high level of technical knowledge in terms of the essential tools and analytical practices that underpins the successful application of Six Sigma. Second, the MBB must have demonstrated the potential to serve as a steward of Six Sigma. In this regard, the successful MBB must be able to independently or concurrently assume several key roles Advocate, Coach, Mentor, Leader, Enabler, Facilitator, Manager, and Consultant. At the onset of a Six Sigma initiative, the MBB must serve as an advocate, always vigilant to keeping the idea alive and well. MBBs are often called upon to develop curriculum and train key individuals Executives, Managers, Black Belts, and Green Belts, not to mention key customers and suppliers. Of course, the MBB can also be tasked with mentoring the lower level high-potential players within an organization and can be called upon to personally enable and lead a cross-functional team or cross-organizational project so as to realize a critical business benefit. Throughout the knowledge transfer and application process, the MBB must be able to effectively and efficiently facilitate action, manage resources, and consult to various individuals and organizations on a wide array of technical issues and problems. Thus, it is easy to understand why MBBs are so crucial to the overall stewardship of Six Sigma. In short, the MBB must be able to form the vision, carry the torch, empower the knowledge, motivate the action, and deliver the benefits. This intensive program of study provides Six Sigma Black Belts with the necessary stewardship skills to fulfill the human resource development mission as commonly associated with a Six Sigma initiative. Once a trained Six Sigma Black Belt has been appropriately certified and has satisfactorily completed the SSMI Six Sigma Stewardship Program of Study, that individual is then certified as a Six Sigma Master Black Belt. This training program consists of two interlinked programs the Black Belt Certification Program and the Stewardship Program.
Program Outline & Objectives Black Belt
Six Sigma Essentials Content Overview Driving Need Customer Focus Core Beliefs Deterministic Reasoning Leverage Principle Quality Definition Value Proposition Metrics Reporting BOPI Goals Underpinning Economics Performance Yield Hidden Processes Measurement Power Understand the nature, purpose, and drivers of Six Sigma Identify the needs that underlie a Six Sigma initiative Explain why focusing on the customer is essential to business success Contrast the core beliefs of Six Sigma to conventional practices Describe a basic cause-and-effect relationship in terms of Y=f(X) Relate the principle of leverage to an improvement project Articulate the idea of quality in terms of value entitlement Define the primary components of value and their key elements Recognize the need for installing and reporting performance metrics Recognize the need for cascading performance metrics Describe the relationship between quality and cost Explain why final yield is often higher than first-time yield Describe the non-value added component of a process Describe the role of measurement in an improvement initiative
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Establishing Baselines Defect Opportunity Process Models Process Capability Design Complexity Product Reliability Performance Benchmarks Performance Breakthrough Tool Selection Third Generation Success Factors Six Sigma Installation Deployment Planning Deployment Timeline CXO Role Champion Role Black Belt Role Green Belt Role White Belt Role Application Projects DFSS Principles PFSS Principles MFSS Principles Six Sigma Projects Project Description Project Overview Project Guidelines Project Scope Project Leadership Project Teams Project Financials Project Management Project Payback Project Milestones Project Charters Value Focus Value Creation Recognize Needs Define Opportunities Measure Conditions Analyze Forces Improve Settings Control Variations Standardize Factors Integrate Lessons Application Example Lean Practices Lean Thinking Constraint Theory Continuous Flow Pull Systems Visual Factory Kanban System PokaYoke System 6S System SMED System 7W Approach 6M Approach Quality Tools Variable Classifications
Explain why performance baselines are essential to realizing improvement Understand the nature of a defect opportunity and its role in metrics reporting Define the key features of a Six Sigma performance model Identify the primary indices of process capability Describe the impact of complexity on product and service quality Explain how process capability can impact product reliability Explain how a benchmarking chart can be used to assess quality performance Describe the underlying logic of the DMAIC improvement process Identify the primary family of analytical tools used in Six Sigma work Differentiate between the first, second and third generations of Six Sigma Identify the primary success factors related to a Six Sigma deployment Understand the elements of Deployment Planning Understand the elements of Deployment Planning Receive insight on how key decisions are addressed Define the operational role of a Six Sigma Champion and highlight key attributes Define the operational role of a Six Sigma Black Belt and highlight key attributes Define the operational role of a Six Sigma Green Belt and highlight key attributes Define the operational role of a Six Sigma White Belt and highlight key attributes Describe the purpose of Six Sigma Application Projects and how such projects are executed See how product design can affect yield and performance Have an understanding of the Process For Six Sigma Criteria Understand how Managing For Six Sigma works Understand how to fully define a Six Sigma application project Provide an overview of the key elements that characterizes an application project Explain how to establish project selection guidelines Explain how to properly scope an application project Recognize the actions that must occur to ensure successful project leadership Form a project team that is capable of supporting Six Sigma applications Understand the role of project financials in supporting deployment success Explain how application projects are best managed to achieve maximum results Understand the driving need for establishing project paybacks Identify the primary milestones associated with a successful Six Sigma deployment Understand the role of project charters and how they are used to guide implementation Define the idea of value and explain how it can be created Recognize the power of need fulfillment and how it links to value creation Understand how to define opportunities that lead to the creation of value Identify and evaluate the conditions that underlies improvement opportunity Explain how the underlying forces are identified and leveraged to create beneficial change Establish optimal settings for each of the key forces that underpins beneficial change Discuss how unwanted variations can mask the pathway to breakthrough Understand the role and importance of standardized success factors Explain how key lessons learned can be merged into a set of best practices Understand how the breakthrough process can be applied to everyday life Comprehend the underlying logic of lean thinking Explain how constraint theory is related to value creation Describe the operational ideas that underpins continuous flow Contrast the operation of a push system to that of a pull system Explain the role of a visual factory during improvement efforts Describe how a Kanban system can improve process cycle-time Understand how PokaYoke systems can lead to quality improvement Explain how the 6S system can contribute to process efficiency Define the basic elements of an SMED system Describe how the 7W approach can be used to solve problems Explain how the 6M approach is used to identify sources of causation Define the various types of variables commonly encountered during quality improvement
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Measurement Scales Problem Definition Focused Brainstorming Process Mapping SIPOC Diagram Force-Field Analysis Matrix Analysis C&E Analysis Failure Mode Analysis Performance Sampling Check Sheets Analytical Charts Pareto Charts Run Charts Multi-Vari Charts Correlation Charts Frequency Tables Performance Histograms Basic Probability Pre-Control Charts Control Charts Score Cards Search Patterns Concept Integration Quality Simulation Basic Statistics Performance Variables Statistical Notation Performance Variation Normal Distribution Distribution Analysis Location Indices Dispersion Indices Quadratic Deviations Variation Coefficient Deviation Freedom Standard Transform Standard Z-Probability Central Limit Standard Error Student's Distribution Standard T-Probability Statistics Simulation Continuous Capability Performance Specifications Rational Subgrouping Capability Study Instantaneous Capability Longitudinal Capability Cp Index Cpk Index Pp Index Ppk Index Process Shifting Process Qualification ConcaP Simulation Discrete Capability Defect Metrics Defect Opportunities Binomial Distribution Poisson Distribution Throughput Yield
Describe each of the four primary scales of measure and their relative power Characterize the nature of a sound problem statement Explain how focused brainstorming is used to facilitate improvement efforts Understand how to define the flow of a process and map its operations Describe the nature and purpose of an SIPOC diagram Utilize force field analysis to solve problems Understand how matrices are created and used to facilitate problem solving Explain how C&E matrices can be used to solve quality problems Understand how FMEA is used to realize process and design improvements Explain how to design and implement a sampling plan Understand how check sheets can be used for purposes of data collection Identify the general range of analytical charts that can be used to assess performance Explain how Pareto charts can be used to isolate improvement leverage Utilize run charts to assess and characterize time-based process data Define the major families of variation and how they can be graphed Utilize a correlation chart to illustrate the association between two variables Explain how to construct and interpret a frequency table Construct and interpret a histogram and describe several purposes Understand basic probability theory and how it relates to process improvement Describe the fundamental rules that guide the operation of a standard pre-control plan Explain the purpose of statistical process control charts and the logic of their operation Understand the purpose of Six Sigma score cards and how they are deployed Explain how the use of designed experiments can facilitate problem solving Understand how to sequence a given selection of quality tools to better solve problems Employ the related quality tools to analyze data generated by the process simulator Identify and describe the types of variables typically encountered in field work Recognize and interpret the conventional forms of statistical notation Explain the basic nature of variation and how it can adversely impact quality Describe the features and properties that are characteristic of a normal distribution Explain how to test the assumption that a set of data is normally distributed Identify, compute, and interpret the mean, median, and mode Identify, compute, and interpret the range, variance, and standard deviation Understand the nature of a quadratic deviation and its basic purpose Compute and interpret the coefficient of variation Explain the concept of degrees-of-freedom and how it is used in statistical work Describe how to transform a set of raw data into standard normal deviates Describe how to convert a standard normal deviate into its corresponding probability Understand that the distribution of sampling averages follows a normal distribution Recognize that the dispersion of sampling averages is described by the standard error Understand that the T distribution applies when sampling is less than infinite Describe how to convert a T value into its corresponding probability Employ basic statistics to analyze data generated by the process simulator Explain the basic nature and purpose of performance specification limits Explain how to form rational subgroups and describe their purpose in Six Sigma work Understand the concept of process capability and how it applies to products and services Understand the concept of instantaneous capability in relation to Six Sigma work Understand the concept of longitudinal capability in relation to Six Sigma work Compute and interpret Cp Compute and interpret Cpk Compute and interpret Pp Compute and interpret Ppk Understand the impact of process centering error on short-term capability Determine the required level of short-term capability necessary to qualify a process Apply continuous indices of capability to the process simulator Identify and describe the defect metrics commonly used in Six Sigma work Understand the nature and purpose of defect opportunities in terms of quality reporting Describe the features and properties that are characteristic of a binomial distribution Describe the features and properties that are characteristic of the Poisson distribution Compute and interpret throughput yield in the context of Six Sigma work
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Rolled Yield Metrics Conversion DiscaP Simulation Hypothesis Testing Statistical Inferences Statistical Questions Statistical Problems Null Hypotheses Alternate Hypotheses Statistical Significance Alpha Risk Beta Risk Criterion Differences Decision Scenarios Sample Size Confidence Intervals Mean Distribution Mean Interval Variance Distribution Variance Interval Proportion Distribution Proportion Interval Frequency Interval Control Methods Statistical Control Control Logic Control Limits Chart Selection Chart Interpretation Zone Testing Variables Chart Attribute Chart Individuals Chart IMR Chart Xbar Chart Range Chart Proportion Chart Defect Chart Other Charts Capability Studies Control Simulation Parametric Methods Mean Differences Variance Differences Variation Total Variation Within Variation Between Variation Analysis One-Way ANOVA Two-Way ANOVA N-Way ANOVA ANOVA Graphs Linear Regression Multiple Regression Residual Analysis Parametric Simulation Statistical Definition Model Fitting Testing Independence Contingency Coefficients Yates Correction
Compute and interpret rolled-throughput yield in the context of Six Sigma work Convert yield and defect metrics to the sigma scale of measure Apply discrete indices of capability to the process simulator Explain the concept of a statistical inference and its primary benefits Explain the nature and purpose of a statistical question Understand why practical problems must be translated into statistical problems Define the nature and role of null hypotheses when making process improvements Define the nature and role of alternate hypotheses when making process improvements Explain the concept of statistical significance versus practical significance Explain the concept of alpha risk in terms of the alternate hypothesis Define the meaning of beta risk and how it relates to test sensitivity Explain the role of a criterion difference when testing hypotheses Develop a scenario that exemplifies the use of hypothesis testing Define the statistical elements that must be considered when computing sample size Comprehend and characterize the distribution of sampling averages Compute and interpret the confidence interval of a mean Comprehend and characterize the distribution of sampling variances Compute and interpret the confidence interval of a variance Comprehend and characterize the distribution of sampling proportions Compute and interpret the confidence interval of a proportion Describe how frequency of defects is related to confidence intervals Explain the meaning of statistical control in terms of random variation Explain the logic that underpins the application of a control chart Reconcile the difference between specification limits and control limits Explain how to rationally select a control chart Interpret an SPC chart in terms of its control limits Explain the concept of zone tests and their application to SPC charts Characterize the role and purpose of a variables chart Characterize the role and purpose of an attribute chart Construct and interpret an individuals control chart Construct and interpret an individual moving range control chart Construct and interpret a control chart for subgroup averages Construct and interpret a control chart for subgroup ranges Construct and interpret a control chart for sampling proportions Construct and interpret a control chart for defect occurrences Describe several other types of control charts used in Six Sigma work Explain the role of capability studies when making process improvements Apply common SPC methods to the process simulator Determine if two means are statistically different from each other Determine if two variances are statistically different from each other Compute and interpret the total sums-of-squares Compute and interpret the within-group sums-of-squares Compute and interpret the between-group sums-of-squares Explain how the analysis of variances can reveal mean differences Construct and interpret a one-way analysis-of-variance table Construct and interpret a two-way analysis-of-variance table Construct and interpret an N-way analysis-of-variance table Construct and interpret a main effects plot as well as an interaction plot Conduct a linear regression and construct an appropriate model Conduct a multiple regression and construct an appropriate model Compute and analyze the residuals resulting from a simple regression Apply general regression methods to the process simulator Describe how to translate a practical problem into a statistical problem Explain what is meant by the term "Model Fitting" and discuss its practical role in Six Sigma work Explain how a test of independence can be related to the idea of correlation Understand how a contingency coefficient relates to a cross-tabulation table Describe the role of Yates correction in terms of the chi-square statistic
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Testing Proportions Survey Methods Research Design Information Sources Questionnaire Construction Formulating Questions Question Quality Sampling Plans Data Analysis Nonparametric Methods Nonparametric Concepts Median Test Runs Test Other Tests Experimental Methods Design Principles Design Models Experimental Strategies Experimental Effects One-Factor Two Level One-Factor Multi Level Full Factorials Two-Factor Two Levels Two-Factor Multi Level Three-Factor Two Level Planning Experiments Fractional Factorials Four-Factor Half-Fraction Five-Factor Half-Fraction Screening Designs Robust Designs Experiment Simulation DFSS Methods QFD Method Capability Flow-Down Capability Flow-Up Tolerance Analysis Monte-Carlo Simulation Measurement Analysis Measurement Uncertainty Measurement Components Measurement Studies * Training Project Project Introduction Recognize Phase Define Phase Measure Phase Analyze Phase Improve Phase Control Phase Survey Analysis Risk Analysis
Test the significance of two proportions using the Chi-square statistic Explain how the idea of research design fit with the idea of problem Solving Explain how the idea of research design fit with the idea of problem Solving Describe the role of survey demographics when analyzing closed-form survey data Identify several things that should be avoided when developing survey questions Explain what is meant by the term "question quality" and how this idea relates to data analysis Describe several different types of sampling plans commonly used in survey research Explain how categorical survey data can be analyzed to establish strength of association Explain the difference between parametric and nonparametric methods Execute a median test on two groups and then determine if the difference is statistically significant Conduct a runs test to determine if a time series pattern is random Identify two nonparametric methods other than a median or runs test Understand the principles of experiment design and analysis Describe the various types of designed experiments and their applications Outline a strategy for designing and analyzing a statistical experiment Define the various types of experimental effects and how they impact decisions Configure and analyze a one-factor two-level statistically based experiment Configure and analyze a one-factor multi-level statistically based experiment Understand the nature and underlying logic of full factorial experiments Configure and analyze a two-factor two-level statistically based experiment Configure and analyze a two-factor multi-level statistically based experiment Configure and analyze a three-factor two-level statistically based experiment Understand the planning and implementation considerations related to statistical experiments Understand the nature and underlying logic of fractional factorial experiments Configure and analyze a four-factor half-fraction statistically based experiment Configure and analyze a five-factor half-fraction statistically based experiment Understand how to select, implement, and analyze a screening experiment Explain the purpose of robust design and define several practical usages Describe how a DOE can be employed when measurement data is not available Explain how quality function deployment can be used to help identify design specifications Describe how a capability flow-down can be used as a risk allocation and abatement tool Describe how a capability flow-up can be used to analyze the reproducibility of a design Demonstrate how the RSS method can be used to analyze assembly tolerances Explain how Monte-Carlo simulation can be used during the process of design Understand the concept of measurement uncertainty Describe the components of measurement error and their consequential impact Explain how a measurement systems analysis is designed and conducted Understand the steps to deploy a Training Project Understand the tools used during the Recognize Phase Execute the steps needed during the Define Phase Understand the tools needed during the Measure Phase Become familiar with the tools used during the Analyze Phase Become familiar with the tools needed for improvement Recognize the usage of tools needed for Process Control Execute the techniques to analyze Survey data Understand the tools needed for a Risk Analysis
* The Training Project is a digital project included in MindPros Black Belt curriculum. This is optional for classroom delivery due to the various training and deployment models. There are specific requirements that must be accommodated for facilitating the training project within a classroom type environment. Please contact SSMI for more information on options for the Master Black Belt Program.
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Program Outline & Objectives - Stewardship
Advocating Six Sigma What is the operational definition of a Six Sigma Advocate and why are they needed? What is the basic nature of a Six Sigma Advocate and what role do they play? What is the mission and responsibilities of a Six Sigma Advocate? What are the top five qualities or traits of a Six Sigma Advocate? What are the key operational limitations of a Six Sigma Advocate? What is the process for accomplishing the mission of a Six Sigma Advocate? What are the top ten skills of a highly effective Six Sigma Advocate? When should the skills of a Six Sigma Advocate be brought into play? What tools and tactics are commonly used by a Six Sigma Advocate? How does a Six Sigma Advocate know when the mission has been realized? Coaching Practitioners What is the operational definition of a Six Sigma Coach and why are they needed? What is the basic nature of a Six Sigma Coach and what role do they play? What is the mission and responsibilities of a Six Sigma Coach? What are the top five qualities or traits of a Six Sigma Coach? What are the key operational limitations of a Six Sigma Coach? What is the process for accomplishing the mission of a Six Sigma Coach? What are the top ten skills of a highly effective Six Sigma Coach? When should the skills of a Six Sigma Coach be brought into play? What tools and tactics are commonly used by a Six Sigma Coach? How does a Six Sigma Coach know when the mission has been realized? Mentoring X-Belts What is the operational definition of a Six Sigma Mentor and why are they needed? What is the basic nature of a Six Sigma Mentor and what role do they play? What is the mission and responsibilities of a Six Sigma Mentor? What are the top five qualities or traits of a Six Sigma Mentor? What are the key operational limitations of a Six Sigma Mentor? What is the process for accomplishing the mission of a Six Sigma Mentor? What are the top ten skills of a highly effective Six Sigma Mentor? When should the skills of a Six Sigma Mentor be brought into play? What tools and tactics are commonly used by a Six Sigma Mentor? How does a Six Sigma Mentor know when the mission has been realized? Leading Teams What is the operational definition of a Six Sigma Leader and why are they needed? What is the basic nature of a Six Sigma Leader and what role do they play? What is the mission and responsibilities of a Six Sigma Leader? What are the top five qualities or traits of a Six Sigma Leader? What are the key operational limitations of a Six Sigma Leader? What is the process for accomplishing the mission of a Six Sigma Leader? What are the top ten skills of a highly effective Six Sigma Leader? When should the skills of a Six Sigma Leader be brought into play? What tools and tactics are commonly used by a Six Sigma Leader? How does a Six Sigma Leader know when the mission has been realized? Enabling Opportunity What is the operational definition of a Six Sigma Enabler and why are they needed? What is the basic nature of a Six Sigma Enabler and what role do they play? What is the mission and responsibilities of a Six Sigma Enabler? What are the top five qualities or traits of a Six Sigma Enabler? What are the key operational limitations of a Six Sigma Enabler? What is the process for accomplishing the mission of a Six Sigma Enabler? What are the top ten skills of a highly effective Six Sigma Enabler?
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
When should the skills of a Six Sigma Enabler be brought into play? What tools and tactics are commonly used by a Six Sigma Enabler? How does a Six Sigma Enabler know when the mission has been realized? Facilitating Activities What is the operational definition of a Six Sigma Facilitator and why are they needed? What is the basic nature of a Six Sigma Facilitator and what role do they play? What is the mission and responsibilities of a Six Sigma Facilitator? What are the top five qualities or traits of a Six Sigma Facilitator? What are the key operational limitations of a Six Sigma Facilitator? What is the process for accomplishing the mission of a Six Sigma Facilitator? What are the top ten skills of a highly effective Six Sigma Facilitator? When should the skills of a Six Sigma Facilitator be brought into play? What tools and tactics are commonly used by a Six Sigma Facilitator? How does a Six Sigma Facilitator know when the mission has been realized? Managing Resources What is the operational definition of a Six Sigma Manager and why are they needed? What is the basic nature of a Six Sigma Manager and what role do they play? What is the mission and responsibilities of a Six Sigma Manager? What are the top five qualities or traits of a Six Sigma Manager? What are the key operational limitations of a Six Sigma Manager? What is the process for accomplishing the mission of a Six Sigma Manager? What are the top ten skills of a highly effective Six Sigma Manager? When should the skills of a Six Sigma Manager be brought into play? What tools and tactics are commonly used by a Six Sigma Manager? How does a Six Sigma Manager know when the mission has been realized? Consulting Practices What is the operational definition of a Six Sigma Consultant and why are they needed? What is the basic nature of a Six Sigma Consultant and what role do they play? What is the mission and responsibilities of a Six Sigma Consultant? What are the top five qualities or traits of a Six Sigma Consultant? What are the key operational limitations of a Six Sigma Consultant? What is the process for accomplishing the mission of a Six Sigma Consultant? What are the top ten skills of a highly effective Six Sigma Consultant? When should the skills of a Six Sigma Consultant be brought into play? What tools and tactics are commonly used by a Six Sigma Consultant? How does a Six Sigma Consultant know when the mission has been realized?
Program Agenda
Duration: 25 days of classroom training (approximately 200 hours) comprised of 4 weeks of Black Belt training and 1 week of Stewardship training. The Master Black Belt Program consists of two interlinked programs Black Belt and Stewardship. The Black Belt portion of the training can be done utilizing either classroom or computer-based training via MindPro, whereas the Stewardship training is only available in a classroom format.
Week 1 Black Belt Day 1
AM1 AM2 PM1 PM2 Eve AM1
Six Sigma Program Six Sigma Program Six Sigma Essentials Six Sigma Essentials Social Activity Six Sigma Essentials
Day 2
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
AM2 PM1 PM2 Eve Day 3 AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 AM1 AM2 PM1 PM2
Six Sigma Essentials Six Sigma Installation Six Sigma Installation Coaching Activity Six Sigma Projects Six Sigma Projects Value Focus Lean Practices Coaching Activity Lean Practices Lean Practices Quality Tools Quality Tools Coaching Activity Quality Tools Quality Tools Basic Statistics Basic Statistics Coaching Activity Basic Statistics Basic Statistics Basic Statistics Basic Statistics Coaching Activity Basic Statistics Basic Statistics Continuous Capability Continuous Capability Coaching Activity Discrete Capability Discrete Capability Hypothesis Testing Hypothesis Testing Coaching Activity Confidence Intervals Confidence Intervals Confidence Intervals Confidence Intervals Coaching Activity Control Methods Control Methods Control Methods Control Methods Control Methods Control Methods Control Methods Control Methods
Day 4
Day 5
Week 2 Black Belt Day 1
Day 2
Day 3
Day 4
Day 5
Week 3 Black Belt Day 1
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
Eve Day 2 AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2 Eve AM1 AM2 PM1 PM2
Coaching Activity Parametric Methods Parametric Methods Parametric Methods Parametric Methods Coaching Activity Parametric Methods Parametric Methods Parametric Methods Parametric Methods Coaching Activity Chi-Square Methods Chi-Square Methods Survey Methods Survey Methods Coaching Activity Nonparametric Methods Nonparametric Methods Experimental Methods Experimental Methods Experimental Methods Experimental Methods Experimental Methods Experimental Methods Coaching Activity Experimental Methods Experimental Methods Experimental Methods Experimental Methods Coaching Activity Experimental Methods Experimental Methods Experimental Methods Experimental Methods Coaching Activity Experimental Methods Experimental Methods DFSS Methods DFSS Methods Coaching Activity DFSS Methods DFSS Methods Measurement Analysis Measurement Analysis
Day 3
Day 4
Day 5
Week 4 Black Belt Day 1
Day 2
Day 3
Day 4
Day 5
Week 5 - Stewardship Day 1
AM1
Stewardship Program Overview
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
AM2 PM1 PM2 Day 2 AM1 AM2 PM1 PM2 AM1 AM2 PM1 PM2 AM1 AM2 PM1 PM2 AM1 AM2
Stewardship Competency Assessment Advocating Six Sigma Values Advocacy Skills Workshop Coaching X-Belt Practitioners Coaching Skills Workshop Mentoring High Performers Mentoring Skills Workshop Leading Project Teams Leadership Skills Workshop Enabling Improvement Opportunities Enabling Skills Workshop Facilitating Application Activities Facilitation Skills Workshop Managing Critical Resources Management Skills Workshop Consulting Support Practices Consulting Skills Workshop
Day 3
Day 4
Day 5
10
Copyright 2006 Dr. Mikel J. Harry, Ltd. - all Rights Reserved
