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Master Black Belt in Lean Six Sigma (MBBLSS)

Course Description:

Master Black Belts are highly skilled experts who oversee the implementation of Six Sigma throughout an organization. They support improvement efforts across all areas of the business, including suppliers and customers. The Master Black Belt in Lean Six Sigma (MBBLSS)® Certification is the highest level of expertise in business process improvement. It's usually achieved by top-performing Lean Six Sigma Black Belts who have achieved outstanding results. Master Black Belts play a key role in guiding the direction of their company's improvement efforts. Obtaining the Master Black Belt in Lean Six Sigma (MBBLSS)® Certification is crucial for those who want to lead Six Sigma projects and teams. This thorough course ensures they have a deep understanding of the Lean Six Sigma framework and can deliver significant improvements in every project they undertake.

$ 800.00 $ 695.00
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Certification Overview

Master Black Belts are highly skilled experts who oversee the implementation of Six Sigma throughout an organization. They support improvement efforts across all areas of the business, including suppliers and customers. The Master Black Belt in Lean Six Sigma (MBBLSS)® Certification is the highest level of expertise in business process improvement. It's usually achieved by top-performing Lean Six Sigma Black Belts who have achieved outstanding results. Master Black Belts play a key role in guiding the direction of their company's improvement efforts. Obtaining the Master Black Belt in Lean Six Sigma (MBBLSS)® Certification is crucial for those who want to lead Six Sigma projects and teams. This thorough course ensures they have a deep understanding of the Lean Six Sigma framework and can deliver significant improvements in every project they undertake.

E-Course Duration: 30 to 35 Hours

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Exam Information

  • "To pass the GIPMC exam, you need to answer 70 out of 100 multiple choice questions correctly. The questions are about a project with different stories."

  • GIPMC exams are online and supervised. You just need a webcam and good internet to take them from anywhere, anytime

  • The GIPMC exam lasts for 2 hours, which is the same as 120 minutes.

  • During the GIPMC exam with ProctorU, you can't look up information from outside sources. They'll tell you what forms of ID you can use.

  • If you don't pass the GIPMC exam on your first try, you have to wait at least seven days before you can try again. But don't worry, you can take the exam as many times as you need to.

  • Once you earn the GIPMC Master Black Belt in Lean Six Sigma (MBBLSS)® Certificate, it's valid for your whole life.

  • The MBBLSS® is a trademark owned by GIPMC.

  • N/A

  • You don't need to complete any specific e-course from the GIPMC portal to get the Master Black Belt in Lean Six Sigma (MBBLSS)® Certification. Instead, you just need to pass an online exam through ProctorU.
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Course Outline

1.1 Section I – Organizational Roadblocks and Lean Management

    • Organizational roadblocks
    • Resistance Analysis
    • Overview of all Continuous Improvement approaches
    • Overview of Lean
    • Overview of Six Sigma
    • Lean Management explained — TAKT Time, Cycle Time, PCE, Lead Time, SWIP, Setup time, Changeover time
    • Lean Tools explained — 5S, Kaizen, SMED, Heijunka

1.2.1 Pre-define

    • DMAIC versus DFSS
    • Pre-define Pre-requisites and Qualifications
    • Project Prioritization Matrix
    • Introduction to Enterprise Wide view versus LOB view
    • NPV and IRR

1.2.2 Define

    • Champion’s transfer of project
    • Team dynamics and facilitation
    • Project Charter’s role
    • SIPOC/COPIS map
    • VOC/VOB/VOP
    • CTQ, CTC, CTS
    • VOC – CTQ Tree
    • Kano Model
    • Quality Function Deployment
    • Baseline performance of Y
    • Business Metrics for Y
    • Rolled Throughput Yield (RTY)
    • Statistical Definition of Six Sigma

1.3 Section III – Measure

     

    • Objectives of Measure Phase
    • Types of Data and Data Distribution models (Normal, Binomial and Poisson Distribution discussed)
    • Scales of Data
    • Measures of Central Tendency
    • Measures of Dispersion
    • Measurement Systems Analysis
    • Variables GAGE RR
    • Attribute RR
    • Stability Check — Importance of Stability
    • Capability Check — Cp, Cpk, Cpkm explained, How to understand Attribute Capability
    • Variations, Variability and Capability
    • Graphical tools to understand Data distribution
    • Understanding Weibull (2 Parameter, 3 Parameter and Rayleigh) Distribution
    • Correlating Calculations to Business Measures
    • Checking Normality of Data (Anderson Darling, Ryan Joiner and Kolmogorov Smirnov)

1.4 Section IV – Analyze

    • Objectives of Analyze
    • Simple Linear Regression
    • Multiple Linear Regression
    • Curvilinear Regression
    • Fishbone Diagram
    • Pareto Charts
    • Demarcating Common Causes and Special Causes
    • Hypothesis Tests (Parametric and Non-Parametric tests)
    • Statistical Validation

1.5 Section V – Improve

    • Objectives of Improve
    • Cost Benefit Analysis
    • Solutions Prioritization Matrix
    • Pugh Matrix
    • Design of Experiments
    • Introduction to DOE
    • Basics of DOE
    • Replication, Randomization and Blocking
    • Main Effects and Interaction effects
    • Full factorial experiments
    • Fractional factorial experiments
    • Screened Designs
    • Response Surface Designs
    • DOE with Regression
    • DOE with example

1.6 Section VI – Control

    • Taguchi’s Loss Function
    • Control Charts (Variable Control Charts and Attribute Control Charts)
    • Measurement System Re-analysis
    • Control Plan and Project Storyboard Transfer
    • Project Closure
    • Introduction to Total Productive Maintenance
       

Lean Process Improvement

    • Understanding Lean
    • The Toyota Production System
    • The Toyota Production System House
    • The Five Critical Improvement Concepts
    • Understanding Value with the Kano Model
    • Types of Waste
    • Creating a Lean Enterprise
    • Understanding Lean
    • The Plan, Do, Study, Act (PDSA) Cycle
    • Using the R-DMAIC-S Model
    • Lean Thinking Tools
    • Kaizen Events
    • Data Gathering and Mapping
       

Target Audience

  • Project Manager
  • Program Manager
  • System Analyst
  • Delivery Manager
  • Team coordinator
  • Functional Manager
  • Product Manager
  • Marketing Executive
  • Marketing manager
  • Sales Team Member
  • Production Team Member
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