Six sigma (6σ) is a highly disciplined process-improvement strategy that helps companies develop and deliver near perfect products and services. Most managers of medium and small companies are very interested in deriving the benefits of a 6σ program, but are concerned about the perceived cost, time, and manpower required to fully implement a 6σ initiative. These are real concerns as many black belt and green belt certification programs take four or more months to complete and cost between $12,000 and $20,000 per black belt!

For many years, IQI has worked with these types of companies to maximize their rate of process improvement, yet keep their implementation costs at a minimum. Therefore, realizing their resource constraints and budget limitations, IQI designed two unique "accelerated" six sigma training programs to help jump start their 6σ initiatives. The first is for certifying six sigma black belts and the second for certifying six sigma green belts. These two special courses will train your people in half the time required for conventional 6σ programs, and at a fraction of the cost, with results rivaling those of traditional black belt programs. Although most completed projects generate about $35,000 annual cost savings, several recent graduates of these programs have reported annual cost savings of over $600,000 per project!

In addition, with all training sessions held on site, employee traveling costs and time away from the office are kept to an absolute minimum. We also offer a management overview.

The 'workhorses' of the six sigma strategy, called 6σ black belts, are personnel who have been trained in the use of statistical techniques and problem-solving strategies that improve product quality, decrease cycle times, reduce operating costs, and improve on-time delivery rates, thereby providing their companies with a distinct competitive advantage.

Our program is typically presented in three sessions that are spaced over a period of eight weeks (we offer to customize the course content and when it is presented to fit the specific needs of our clients). Each session consists of three days of highly focused statistical training to improve manufacturing processes. In order to be certified by IQI as a six sigma black belt, a student must;

attend all days of the scheduled training,
complete all homework, tests, and in-class assignments,
submit a written report on a successfully completed improvement project.

The course curriculum was developed by the International Quality Institute specifically to engage students in an applied manner so they fully comprehend the skill set required to become a proficient 6s black belt. The body of knowledge presented covers all elements of the 6σ strategy; Define, Measure, Analyze, Improve, and Control (see program outline below). IQI will customize the course by including material on any additional topics desired by the client (for example, short-run SPC). The instructor's training method is proven in its approach, is very dynamic, and is definitely 'hands on.'

History of the Six Sigma Philosophy
Infrastructure for a Six Sigma Organization
Roles of Champions, Master Black Belts, Black Belts, and Green Belts
Overview of Process Improvement Strategies
The DMAIC Roadmap
Basic Statistics - Location versus Variation
Subgroup Statistics versus Process Parameters
Control Charts - Variable and Attribute
Assignable- versus Common-Cause Variation
Interpretation of Control Charts
Gage Capability Studies, Bias and Gage R&R
Estimating Process Parameters
Short- versus Long-Term Process Variation
Process Capability Studies - Cp, Pp, Cpk, Ppk, and ppm
Rationale for the 1.5σ Shift Used in Six Sigma
Effect of the 1.5σ Shift on Capability Metrics
Converting Process Performance to a sigma Quality Level
Computing dpu, dpo, and dpmo
Normal Probability Paper
Goodness-of-Fit Tests
Capability Metrics for Non-Normal Distributions
Capability Metrics for Attribute Data

Creating a Project Charter
Choosing a Suitable Project - Pareto Analysis
Bottlenecks and Rolled Throughput Yield
Forming a Project Team of Subject-Matter Experts
Process Mapping, Flowcharts and Work-Flow Diagrams
Data-Collection Strategies and Sampling Techniques
Check Sheets and Concentration Diagrams
Histograms and Run Charts
Factorial Experiments
Multi-vari Analysis for Families of Variation
Component Swapping for Large Assemblies
Identifying Key Process Input Variables
Brainstorming and Cause-and-Effect Diagrams
Multi-Voting and Decision Making by Consensus

Planning Confirmation Tests to Verify Process-Improvement Ideas
Regression Analysis, Scatter Diagrams, and Correlation
Randomizing Properly
Comparison Testing Between 'Good' and 'Bad' Parts
Hypothesis Testing, Power Curves, and Confidence Intervals
Analysis of Means (ANOM)
Developing Feasible and Cost-Effective Solutions
Solution FMEAs and Pilot Studies
Mistake Proofing and Poka-Yoke
Project Management for Solution Implementation
Gantt Charts and Arrow Diagrams
Corrective Action Plans and Work Instructions
Advanced Control Charting Concepts
Preserving the Process Knowledge Gained
Kaizen for Continuous Improvement
Disbanding the Project Team
Final Management Presentation

the two-volume text Reducing Process Variation,
two supplementary training manuals,
selected references, forms, guides, and handouts.

This program is intended for those wanting to learn the skills and acquire the knowledge of how to improve process performance. Thus, anyone who participates in either product and/or process improvement would benefit from this unique black belt training program. This is especially true for those chosen by senior management to lead the process improvement efforts and who are slated for future leadership positions within the organization.

Students should have some exposure to SPC--know how to construct an X-bar and R chart. As several examples will be worked out in class, attendees should bring a calculator.

Because the focus of this training is mainly for manufacturing concerns, it is recommended that you have access to a discrete manufacturing and/or assembly environment. Access to such a "proving ground" will enable you to complete the required capstone project on time. The capstone project report must be submitted to IQI for review no later than three months after completion of the last session. A certificate will be awarded to all students who successfully complete all program requirements on time.

IQI charges only $3,995 per black belt candidate (minimum of five per class). This fee includes all course materials. If conducted on site, there will also be a nominal charge for traveling expenses.

The Accelerated 6σ Certified Green Belt Program

Green belts typically serve as members on a team led by a black belt. Assigned part-time, they are expected to help perform gage R&R studies, conduct capability studies, collect data, think of potential root causes, and assist in the implementation of solutions. Occasionally, they will lead smaller-scale projects. In addition, green belts make sure the problem remains permanently solved after a project is completed and the improvement team disbands.

We offer to customize the course material and number of days to fit the specific needs of our clients. Usually, the following topics are included in our typical five-day green belt training course.

• The 6σ philosophy and concepts
• Control charts and interpretation
• Process and machine capability studies
• The DMAIC improvement strategy
• Process mapping and data collection plans
• Basic problem-solving techniques
• Maintaining the gains

Green belt candidates will be certified by the International Quality Institute after finishing all coursework and successfully completing a project and submitting a project report to IQI.

the two-volume text Reducing Process Variation,
one supplementary training manual,
selected references, forms, guides, and handouts.

Maintenance personnel, manufacturing engineers, quality engineers, area supervisors, lab technicians, inspectors, set-up personnel, machine operators, and assemblers.

Because the focus of this training is mainly for manufacturing concerns, it is recommended that you have access to a discrete manufacturing and/or assembly environment. Access to such a "proving ground" will enable you to complete the required project on time. The project report must be submitted to IQI for review no later than three months after completion of the last session. As several examples will be worked out in class, attendees should bring a calculator.

IQI charges only $1,995 per green belt candidate (minimum of six per class). This fee includes all course materials. If conducted on site, there will also be a nominal charge for traveling expenses.

Management Overview of the 6σ Methodology-Half Day

This four-hour overview introduces managers to the concept of a 6σ initiative. Included is a brief history of how 6σ developed into the world's leading quality initiative, a typical 6σ organizational structure, the key responsibilities of managers, resources required to implement a 6σ culture, the roles of important 6σ personnel (champion, master black belt, black belt, green belt) and recommended training for these roles, procedures for selecting meaningful 6σ projects that are in alignment with the company's long-term strategic objectives, several strategies for driving process improvement, 6σ metrics for tracking progress, and the benefits expected from successfully carrying out a 6σ initiative.

Participants will learn how other companies in various industries have successfully implemented a 6σ initiative to enhance their core processes by reducing defects, decreasing cycle times, eliminating waste, and decreasing costs (two case studies are presented). Because of these improvements, these companies have been able to increase customer satisfaction, regain market share from off-shore competitors, and significantly boost their profitability.

All supervisors, managers, directors, and senior executives who will be responsible for designing, implementing, and supporting their company's six-sigma initiative.

Although Six Sigma was originally developed for resolving manufacturing problems, IQI has created a special program that clearly explains how the powerful Six Sigma approach can be successfully adapted into a comprehensive methodology for improving office operations and administrative functions (at both service and manufacturing companies). Students who complete this program will learn how to apply the appropriate strategy and statistical techniques to help them eliminate mistakes and errors, reduce processing times, and decrease operating costs.

In many organizations, "back-office" operations contribute over 70 percent of the total cost and/or time for producing a product or providing a service. Obviously, an improvement program targeted for these functions is desperately needed by every company to remain competitive and protect its market share.

This unique program has been designed for those wanting to improve the performance of office, administrative, and support operations in service organizations as well as in manufacturing companies. This includes personnel from these departments: accounting, invoicing, human resources, order entry, purchasing, procurement, receiving/shipping, warehousing, engineering, planning, logistics, sales, marketing, customer service, production control, quality control, training, information technology, customer support, medical, security, and safety.

In order to be certified as a Six Sigma Green Belt for Office Operations, candidates must:

• Complete six days of training in statistical methods,
• Complete homework assignments on time,
• Complete a capstone project with a written, graded report.

This program's curriculum was developed to efficiently and effectively deliver the skill set needed by a green belt candidate to become a valuable process-improvement resource in an office environment. The body of knowledge presented covers the five key elements-Define, Measure, Analyze, Improve, Control-of the six sigma DMAIC improvement strategy.

The following materials are used in the training and are included in the program fee:

• Training manual, "Six Sigma for Improving Office Operations,"
• Selected references, forms and guides.

The History of Six Sigma
Roles of Green Belts, Black Belts, and Champions
The Six Sigma DMAIC Process Improvement Strategy
Forming a Proper Project Statement
Listing of Typical Office Projects
Choosing an Important Problem - Pareto Analysis and Pie Charts
Selecting Members for a Process-improvement Team
Process Mapping - Flowcharts, Work-Flow Diagrams
Basic Statistics - Location versus Variation, Histograms
Control Charts for Variable and Attribute Data
Measuring Process Capability with Cp and Cpk
Data-collection Strategies and Sampling Techniques
Check Sheets, Concentration Diagrams, and Run Charts
Detecting Bottlenecks, Waste, and Operational Constraints

The 5Ws and 2Hs and the 5-Whys Approach
Brainstorming and Cause-and-effect Diagrams
Multi-voting and Decision Making by Consensus
Confirming Causes with Control Charts
Verifying Causes with Scatter Diagrams
Lean Methods for the Office
Reducing Process Complexity
5S Approach for the Office
Developing Feasible and Economical Solutions
Solution FMEA and Pilot Studies
Project Management - Gantt Charts and Arrow Diagrams
Implementing the Solution and Managing Change
Corrective Action Plans and Audits
Work Instructions and Standard Procedures
Mistake Proofing (Poka-Yoke) and Visual Controls
Preserving the Process Knowledge Gained
Kaizen for Continuous Improvement
Starting a New Process-improvement Journey
Numerous Case Studies

It will be assumed that program candidates have had no prior statistical training and little, or no, experience in process improvement. All statistical concepts and improvement techniques introduced during this program will be fully explained, with numerous application examples and case studies provided. However, it is recommended that you have access to an office environment so you can complete the capstone project where candidates demonstrate their ability to successfully improve the performance of an office operation.