Six Sigma is a business initiative first developed by Motorola in early 1990. Since then thousands of notable corporations  have experienced remarkable success with $Billions in savings emulating this strategy. 

The Six Sigma strategy involves the use of statistical tools within a structured, disciplined methodology for gaining the knowledge needed to produce better quality products and services faster and at significantly lower costs by reducing variation, rework, scrap, waste, downtime, and other losses. 

Qualitran has developed an accelerated training regimen for Six Sigma Black Belts. These are the process improvement specialists who lead Six Sigma teams in achieving the quantum-leap improvements in process performance. This training is designed for Managers, Engineers or  Staff who have the ability to grasp complex concepts. Those with undergraduate or post graduate degrees should have no difficulty in completing the program.  The training is presented in two four-day blocks and requires the identification of a Six Sigma Project which will be developed during the sessions.  Participants must also pass written examinations and complete a Six Sigma project and project paper to become certified "Six Sigma Black Belts". (see below)

This training is can be provided on site for 8-12 students at a fixed cost of $ 9,000 U.S. per student. (This price includes  software licenses for our SPC/PI+ Advanced SPC Software as well as a DOE software package, course  text and manuals).

Individuals may access this training by registering for our public seminars held periodically in Toronto. The registration fees are $9,000.00 U.S. per person, which includes all course materials (including software), coffee breaks, but not meals nor accommodation. For dates and locations click on Public Seminar Schedule & Registration.

Week 1A: Six Sigma Overview, Statistical Tools & Metrics, DEFINE phase

The focus in days one and two is on understanding the principles of the Six Sigma strategy based on profound knowledge.  The language of Six Sigma is introduced and a thorough study of basic statistical concepts and methods is undertaken.  The problem of process yield and excess variation is addressed in a number of hands on exercises using the Catapult. The DMAIC Six Sigma Methodology is introduced and the DEFINE phase is studied in detail. Specific topics include:   

Six Sigma Overview and language, Knowledge Based Management, Cost of Quality and Sigma Levels, The Systems Approach (SIPOC), Statistical Thinking, Principles for Transformation  - Deming, Juran, Ishikawa,  Questions Mangers need to Answer, Questions Mangers Need to Ask,  Catapult Exercise 1 – doing your best,  The DMAIC methodology overview,  Basic Statistics, Variation, Distributions, Process Capabilty, Six Sigma Metrics, Variables Data Distributions, Calculating DPMO and Sigma Levels, Dealing with Non Normal Data, Attribute Data Distributions, Process Yield Issues, Attribute Process Capability, Rolled Throughput Yield, The Deming Cycle, Universal Sequence for Breakthrough, The DMAIC process, The PCOR activities, DEFINE step, Project Selection and Definition, Matrix Decision Analysis, Defining the Project, Stakeholder Analysis, Project Charters,  Project Assignments

Week 1B: Types of Data & Distributions, The MEASURE Phase, Basic SPC, ANALYZE phase  

In days three and four, the emphasis shifts to measuring and analyzing process data and characterizing process variables and attributes by Sigma level.  Both analytical and enumerative statistics are studied and a variety of data analysis methods are learned.  The seven basic statistical control charts are mastered along with statistical tests of significance.  The methodology of process improvement is addressed, both theoretically and in catapult exercises.   Project work continues. Specific topics include:

Statistical Tests of Significance, ANOVA,  Correlation & Regression,  Multiple regression, Statistical Process Control, Central Limit Theorem, Nelson Funnel Experiment,  Variables Control Charts (X bar R, XMR, M Xbar MR), DPMO charts, Attribute Control Charts (np,p, c, u), The MEASURE phase, Data Types and Collection, Graphical Techniques, Pareto Analysis, Process Mapping, SIPOC, Flowcharting, Improvement Methodology, Developing Theories, Cause and Effect Analysis, Structure Tree Analysis, CEDAC diagrams, Catapult Exercises 2 & 3 – Experiencing Breakthrough t, ANALYZE & IMPROVE phases,  Project Review & Coaching, Exam Part A.

Week 2A: Measurement System Analysis,  Advanced SPC, Design of Experiments

In week two, the focus shifts to advanced "powerhouse" tools for process improvement. Measurement Systems Analysis (MSA) allows for the study and characterization of measurement systems that are relied on for data collection.  Measurement system capability studies are used to quantify measurement system variation into its components and root causes.  The limitations of classic Shewhart Control charts are examined with respect to non normal data, the presence of serial autocorrelation in process data and issues of lack of chart sensitivity and irrational subgrouping .  Students learn how to diagnose and remedy the four main types of Control Chart dysfunction.  Finally the principles of Statistical Experimental Design (DOE) are learned allowing for the design and conducting of screening experiments, model building and verification experiments, both linear and quadratic.  Statistical significance in process modeling is used to assess conclusions.  Specific topics covered are:

Metrology, Calibration, Variation in Measurement, Measurement Capability Terminology,  MSA - Short Method, MSA - Long Method, Control Chart Method, Assumptions Underlying Control Charts, Charts for Non Normal Data, Subgroup Issues, Continuous Processes, Autocorrelation, Chart Sensitivity (Economic) Issues, Average Run Length Calculations (ARL), CUSUM charts, EWMA charts, Correlograms, EWMA Prediction Charts, Project Review Session, Introduction to Designed Experimentation, DOE theory, One Variable At A Time,  Two and Three Factor Factorial Design, Main Effects and Interaction calculations, Video " Planned Experimentation"  Catapult Exercise 4, Fractional Factorial Designs, Factor Aliasing, Screening Designs,  3 Level Designs, Response Surface Methodology, Catapult Exercise B, DOE Statistics, Project Review & Coaching

Week 2B: Design for Six Sigma, Organizational Dynamics, Leadership, Team Building, Project Management

The second half of this week emphasizes planning and deployment skills in product and process design and project management.  Hoshin Planning techniques are used to convert customer needs into product and process specifications using multifunctional teams.  Organizational dynamics, psychology and behavioral sciences become foundational for the development of leadership skills.  Personal leadership styles and practices are evaluated and developed along with practical teambuilding skills such as conducting meetings, dealing with group dynamics and the management of projects. Specific Topics include:

Hoshin Planning Techniques, The Seven Management Planning Tools: Affinity Diagrams, Interrelationship Digraphs,  Structure Trees, Prioritization Matrices,  Cross Tree Matrices, Process Decision Program Charts, Activity Network Diagrams,  Quality of Design, Quality Function Deployment, Six Sigma Roles & Organizational Strategy, Organizational Dynamics, Leadership models, Leadership Style self evaluation,  Teamwork, Team Stages, Troubleshooting Team issues, Final Project Reviews, Final Exam

Chief Trainer: Les Galicinski, P. Eng.

Les Galicinski is president and founder of Qualitran Professional Services Inc. He has instructed thousands of managers, engineers, supervisors and others in quality methodology and techniques and has authored several books. His background includes a B.Sc. in Electrical Engineering from Queen's University and a career with IBM, Xerox, and GE Canada as a Product Engineer and Quality Assurance Manager. He has instructed courses in Quality Control, Management and SPC for Centennial College, Georgian College, IBM, Xerox, CGE and as a private consultant. For the past twenty years, he has been president and chief consultant at Qualitran where he has serviced clients such as Motorola, Mack Trucks, Eveready Battery Company, Lockheed Martin and the U.S. Navy. He has provided training to hundreds of client companies. (See Client List)