Lean Six Sigma Black Belt
Description
TMAC’s Lean Six Sigma Program provides a systematic approach to combine the waste elimination methods of Lean with the variation reduction toolset of Six Sigma. The DMAIC process provides the overarching structure for project management, which helps insure that solutions are sustainable.
Students learn through a combination of lecture, student project presentations, exercises, case studies, and simulations. Instructors emphasize practical application of tools and methods.
The median payback for TMAC Black Belt projects is $150,000/year.
Requirements
- Laptop computer with Minitab Software
- Students strongly encouraged to have a project
The price of training includes the following:
- Textbooks plus 3-ring binders with course materials each week
- Project coaching during timeframe when class is in session
- Certification review of project documentation after class is completed
Training Information
The LSS Black Belt class is a rigorous course incorporating both Basic and Advanced problem-solving methods. A partial list of tools covered includes:
- Value-stream mapping
- Little’s Law
- Measurement system analysis
- Process control & capability
- Hypothesis testing
- Kaizen
- Pull systems
- Regression
- Setup reduction
- Process balancing
- Design of experiments
Basic Requirements for Certification
- Successful completion of the appropriate Black Belt training.
- One project in an acceptable format which is reviewed and evaluated by TMAC specialists.
- Proof of savings - ROI (dollar amount, lead time, space, etc) when submitting the final project.
Hector Ramirez worked for 33 years in the Supply Chain and Manufacturing areas for the steel, earth moving and automotive industries. An Industrial Engineer with a Master’s Degree on International Management, he held several positions within the organizations he’s participated, including: Purchasing Manager, Supply Chain Department Head, Manufacturing Manager, Operations & Facility Manager. Through his career Mr. Ramirez worked in several different countries, and besides his operating experience has participated or led multinational teams on “green field” plant construction projects, global product sourcing projects and IT systems re-engineering or implementation projects. His latest responsibility was the rehauling and start-up of a 500 employees automotive Tier 2 stamping facility.
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