The world’s most respected LEAN SIX SIGMA

programmes now in Vietnam

DR MIKEL J HARRY

LEAN SIX SIGMA

BLACK BELT
(CLSSBB)
Training & Certification from SSMI, USA
THE ORIGINAL AND
WORLD’S MOST
REPUTED LEAN
SIX SIGMA BLACK
( C L S S B B ) P R OG R A M M E

The SSMI® Lean Six Sigma Black Belt

Certification programme is the purest
form of Black Belt training available
in the world personally designed
and delivered by the Principal Architect
of Six Sigma and National Best-Selling
Author, Consultant to World’s Top
CEO’s - Mikel J. Harry Ph.D.

2
 Table of Contents

1. Ab ou t Mi ke l J Harry Ph.D . 5

2. Ab ou t Si x Si g m a Manag e m e nt I n s ti tu te (SSMI ) 8

2.1 SSMI Gl o bal O ffi ces 10

2.2 SSMI’s Gl o bal C l i e ntel e 10

3. Ab ou t SSMI® Le an Si x Si g m a B l a c k B el t Body O f K n ow l edg e (B oK ) 11

4. S S M I® L e an Si x Si g m a Bl ack Bel t P rog ra m m e Covera g e 13

4.1 Mo de s O f Study 14

4.2 O nl i ne Co urse w o rk 15

4.2.1 Gl o bal Con c epts | 4 2 h rs . 15

4.2.2 Ge ne ral P ra c ti c es | 5 2.9 h rs . 16

4.2.3 Te chnic a l P ra c ti c es | 74 .8 h rs . 17

4.3 Mi ndPro Ve r. 4.0 F ea tu res 19

4.4 C l assro o m C o ve rag e | 9 0 h rs . 21

5. LS S BB B l e nde d Pro g ram m e Schedu l e 22

6. Mat er ial Pro vi de d 23

7. Pr ogr a mm e C o m pl e ti o n Re qui rem en ts 24

8. Pr ogr am m e D urati o n 25

9. E n r olment Re qui re m e nts 25

10. Pr ogr a mm e Re g i strati o n 26

11. Payment O pti o ns 27

12. Tes t imo ni al s Fro m A si a 29

--. Con t a c t i nfo rm ati o n 31

3
Mikel Harr y, the world’s foremost
expert, teacher and preacher on
the subject.
MRO Today
Magazine, 1999
 1. About Dr Mikel J Harr y PhD.

Dr. Mi ke l J . H a rry ® h a s b een w i del y rec og n i z ed i n many o f

to day's no ta b l e pu b l i c a ti on s a s th e ‘P ri n c i pa l A rc h i tec t o f S i x
Si g m a’, as w el l a s th e w orl d's l ea di n g a u th ori ty w i thi n t hi s
fi e l d. He h a s b een a c on s u l ta n t to m a n y of th e w orld ’ s T o p
CEO s and b u s i n es s ex ec u ti ves , s u c h a s J a c k W el c h , forme r C E O
and C hai r m a n of G en era l El ec tri c Corpora ti on , Rob er t “ B o b ”
Gal vi n, form er CEO & Ch a i rm a n of Motorol a a n d m a n y o t he r
M i kel H a rr y
Ph . D. i n 2 0 1 5 CEO s o f Fortu n e 5 0 0 en terpri s es .

H is b ook t it led - Si x Si g m a The B rea k th rou g h

Management Strategy Revolutionizing the World’s Top
C o r p o r a t ion s was l i ste d o n the N ati o na l B es t Sel l er
lis t s o f t h e W a ll Stre e t J o urnal , N e w York Ti m es a n d
B u sin es s W eek. Mi ke l J . Harry Ph.D . has a l s o b een a
f e a t u r ed gu es t o n po pul ar te l e vi si o n prog ra m s , Mikel Harry Ph.D. has over 50 major
Publications to his credit
s u c h a s t h e p r em i e r N BC sho w "Po w e r Lu n c h ." (www.mikeljharry.com)

He is often quoted in newspapers like USA Today and interviewed by the media, such as
The Economic Times and numerous journals like Quality Digest and the Journal for
Healthcare Quality. Mikel J. Harry Ph.D. is an Honorary Chairman of the Congressional
Business Advisory Council, USA and recipient of the United States Congressional Order
of Merit. In addition, Dr. Harry has received many other distinguished awards in recognition
of his contributions to industry and society, like the Arizona State University Lifetime
Engineering Excellence Award.

THE WORLD’S 1ST EVER

BLACK BELT GROUP
was Trained by Dr. Mikel
J. Harry at Motorola

5
I n 1 9 9 3 , D r . H a r r y wa s a l s o
inducted into the "Who's Who"
Registry of Global Business
L e a d e r s . A s i nve n t o r o f t h e
D M A I C p r o b l e m s o l v i n g p r o ce s s
a n d h av i n g i n t r o d u ce d t h e B l a c k
B e l t n a m i n g co nve n t i o n ,
D r . H a r r y ' s S i x S i g m a wo r k i s
u s e d eve r y d ay a c r o s s t h e g l o b e .

Dr. Harry's Six Sigma has brought

i n ove r U S D 5 0 0 B o f S av i n g s fo r
50+ MNCs including:
- M o t o r o l a $ 1 6 B S av i n g s
- D u P o n t $ 3 . 4 B S av i n g s
- G e n e ra l E l e c t r i c 1 0 B + S av i n g s

Up until year 2017, Dr. Harry served as the President and COB
of the Dr Mikel J Harry Six Sigma Management Institute.
Dr Mikel J Harry established SSMI in year 2003 to
promote the goodness of Six Sigma across the world.

6
Mikel Harr y’s innovation of
Breakthrough Strategy has taken
quality into America’s boardrooms.
Gregory Watson, President,
American Society for Quality
2. About SSMI Asia

Dr Mikel J Harry® Six Sigma To achieve this aim, SSMI®

Management Institute Inc. (SSMI®) works with the Client to

which was founded by the Co-creator deploy, implement and engage

of Six Sigma, world renowned author superior strategies, tactics

late Prof. Mikel J Harry in year 2003, and tools – regardless of the

specializes in profit optimization Client’s size or the nature

solutions for mid-sized and large-scale of his business.

companies by provisioning

Organizational Excellence (OE)

consulting, training & development

and programme management services.

The business mission Thus, SSMI® is enabled to

of SSMI® is eloquently deliver unique, value-centric

solutions for a wide range

simple– 'maximize the
of dynamic business needs.
velocity of value
This extraordinary capability
creation for our clients
was achieved by combining
and do so in away that
new and emerging technologies
is highly repeatable,
with Dr. Harry’s (Co-Creator
sustainable, accountable, of Six Sigma, National Best

verifiable, teachable, Selling Author and Consultant

and affordable'. to World's Top Executives)

8
35 years of demonstrated experience in SSMI's Global
M a n a g e m e n t Te a m
the areas of executive management,
Late Dr. Mikel J Harry
engineering, process optimization,
Founder/ Former
Chairman of the
and quality improvement.
Board Six Sigma
Management
Institute Inc.
Six Sigma Asia (Pvt) Ltd.

was established in year 2010

Sandra Harry
to spread awareness on Lean Chairman of the
Board / CFO
Six Sigma in the Asian region Six Sigma
Management Insti-
by collaborating with the industry tute Inc.

experts to provide training and

Don Drury
consultancy. It manages one of Chief Executive
Officer
Asia’s largest gathering space for Six Sigma
Management Insti-
Lean Six Sigma enthusiast in tute Inc.

Linkedin – ‘Lean Six Sigma Asia

Dumidu Ranaweera
group’ and has been featured in President /
Managing Director
many industry forums and conferences. Six Sigma
Management Insti-
tute Asia
In March 2015, Six Sigma Asia (Pvt)

Ltd. was appointed by Dr. Mikel J. Dr.Fabrizio

Majorana
Harry's Six Sigma Management President /
Managing Director
Institute Inc. to manage its operations Six Sigma
Management Insti-
for Asia, Australia, New Zealand tute Europe

and Middle East as part of SSMI’s

Aroshi Munasinghe
Vice President /
global expansion and was re-branded
Director
Six Sigma
as Dr Mikel J Harry Six Sigma
Management Insti-
tute Asia
M anagemen t Ins t i t ut e As i a (SSMI ASIA).

9
2.1 SSMI Global Offices

SSMI HEAD OFFICE SSMI ASIA SSMI EUROPE

Dr. Mikel J Harry Six Sigma Dr. Mikel J Harry Six Sigma Dr. Mikel J Harry Six Sigma
Management Institute Management Institute Asia Management Institute Europe
3370 North Hayde n Road, Suite 20/3, Cooray Mawatha, 22 Eastcheap, 2nd Floor, EC3M,
123-320, Scottsdale, AZ 85251, W e l i k a d a , R a j a g i r i y a , Colombo, 1EU London, UK
USA Sri Lanka [email protected]
[email protected] [email protected] www.ssmi-europe.com
www.ss-mi.com www.ssmi-asia.com

2.2 SSMI’s Global Clientele

 Johnson Controls  Kodak Corporation  Invensys

 Phillips Corporation  Unisys Corporation  Bombardier
 Lear  ConocoPhillips  Fiat Corporation
 McKesson  ABB Corporation  Proctor and Gamble
 Nokia  Motorola Corporation  United States Navy
 Noranda  Brigham Young University  United States Army
 Norgren  Ford Motor Company  Boeing Corporation
 Praxair  National Security Agency  McDonnell Douglas
 Seagate  United States Marine Corps  Hughes Corporation
 Shimano  Society of Plastics Engineers  Zenith Corporation
 Suncorp Metway  American Hospital Association  Nations Trust Bank
 Northwestern University  Young Presidents Organization  Dialog Axiata PLC
 APIC (Inventory Control)  Kellogg Graduate School of Bus.  3M Corporation
 Allied Signal, Inc  Micro Electronics Packaging Eng.  Dominion
 Department of Defense  Label Printing Industries of Am.  Dow Chemical
 American Express  US President's Council on Mgmt.  Dupont
 Research in Motion  Society of Mechanical Engineers  Sony

 General Electric  Georgia Institute of Technology  Toshiba

 Polaroid Corporation  United States Air Force Academy  Honeywell

 Arizona State University  European Institute of Printed Circuits.  PickMe
 Stanford University  National Security Industrial Association  Hirdaramani

10
3. About SSMI® Lean
3. Six Sigma Black Belt
3. B o d y O f K n ow l e d g e ( B o K )

SSMI® Lean Six Sigma Black Belt Body of Knowledge (BoK) contains over
1500+ original videos and hundreds of resources for participants to obtain
mastery on Lean Six Sigma. The content is constantly updated by a panel of
experts lead by several distinguished colleagues of Dr Harry and aligned to
ISO 13053-1:2015, ISO13053-2:2015 standards on Six Sigma.

SSMI® Lean Six Sigma Body-of-Knowledge was

designed using 35 years of successful practice
and application knowledge of Dr Mikel J Harry
and several of his distinguished colleagues.
In turn, this competency-based knowledge
was used to design and develop the
w o rld - c la s s tra i n i n g prog rams and cour ses
l i s t e d b e l o w . O f c o u r s e , all SSMI® programs
and courses are comprehensive i n s c o p e
and depth, each of which has been well
validated over time with exceptional
client and customer testimonials.

SSMI® Lean Six Sigma Black Belt programme

is the only avenue in the world for an
individual to obtain their Lean Six Sigma
Black Belt certification directly from
Dr. Mikel J Harry SSMI, USA.
Some of the par ties credited
for their contr ibutions
for SSMI® BoK

11
Mikel Harry, often called
the father of Six Sigma.

USA Today
, 2002
4. SSMI® Lean
3. Six Sigma Black Belt
3. P r o g ra m m e C ove ra g e

Black Belts are highly trained practitioners who possess the technical
knowledge an d s k i l l s t h at a re n e cessar y to f acilitate b r eakthr ough im p r ov e me nt s
i n ke y p ro c es s es th at s u pport t he over all b usiness aim s and op er ational g oa ls of
a n e nt e rp ri s e.

The SSMI® Lean Six Sigma Black Belt Programme-of-Study is intended to develop technical
and business leaders that can propel their respective organization toward best-in-class
status by reducing cost, improving cycle times, eliminating defects & variation and
significantly increasing customer satisfaction.

The body of knowledge associated with this program-of-study is organized into three
primary segments, namely, Global Concepts, General Practices and Technical Practices.

In terms of structure, each program segment is comprised of core topics. In turn,

the topics are defined by competency-based training modules, where each module is
comprised of instructional steps. Segment and topic titles are as follows:

GLOBAL CONCEPTS GENERAL PRACTICES TECHNICAL PRACTICES

Training Orientation M06 Value Focus M12 Hypothesis Testing M19 Experimental Methods
M01 Breakthrough Vision M07 Lean Practices M13 Confidence Intervals M20 DFSS Methods
M02 Business Principles M08 Quality Tools M14 Control Methods M21 Measurement Analysis
M03 Process Management M09 Basic Statistics M15 Parametric Methods
M04 Installation Guidelines M10 Continuous Capability M16 Chi-Square Methods Digital Training Project
M05 Application Projects M11 Discrete Capability M17 Survey Methods
M18 Nonparametric Methods

13
4.1 Modes Of Study

The content is available on both

100% ONLINE BLENDED
Online (using MindPro® training system)
160 hrs. of Coursework
and Blended delivery methods. 160 hrs.
and Module exams
of Coursework
The programme is designed + 90 hrs. of In-class
and Module
to suit both manufacturing/ industrial Sessions delivered
exams
by an SSMI MBB
and service/ commercial sectors

Six Sigma is fundamental

education, another differentiator

for you, like getting your

undergraduate or graduate degree.

Harr y’s presentation succeeded

in capturing our imagination.

At Six Sigma’s core is an idea that

can turn a company inside out,

focusing the organization

outward on the customer.

Jack Welch
4.2 Online Coursework

4.2.1 GLOBAL CONCEPTS | 42 hrs.

Training Orientation | Duration - 1.0 hr.  Establishing Baselines - Explain why performance baselines
are essential to realizing improvement
 Excel Orientation - Explore the Excel software package
 Performance Benchmarks - Explain how a benchmarking
 Statistical Software Orientation - Explore the Minitab
chart can be used to assess quality performance
& JMP software packages
 Product Reliability - Explain how process capability can
 Simulator Orientation - Explore the Process Simulator
impact product reliability
Knowledge Assessment – Process Management
M01 Breakthrough Vision | Duration - 10.6 hrs.
 Content Overview - Understand the nature, purpose, and M04 Installation Guidelines | Duration - 5.9 hrs.
drivers of Six Sigma
 Deployment Planning - Understand the elements
 Driving Need - Identify the needs that underlie
of Deployment Planning
a Six Sigma initiative
 Deployment Timeline - Understand the elements
 Customer Focus - Explain why focusing on the customer
of a Deployment Timeline
is essential to business success
 CXO Role - Receive insight on how key decisions are addressed
 Core Beliefs - Contrast the core beliefs of Six Sigma
 Champion Role - Define the operational role of a Six Sigma
to conventional practices
Champion and highlight key attributes
 Deterministic Reasoning - Describe a basic cause-and-ef-
 Black Belt Role - Define the operational role of a Six Sigma
fect relationship in terms of Y=f(X)
Black Belt and highlight key attributes
 Leverage Principle - Relate the principle of leverage
 Green Belt Role - Define the operational role of a Six Sigma
to an improvement project
Green Belt and highlight key attributes
 Tool Selection - Identify the primary family of analytical
 White Belt Role - Define the operational role of a Six Sigma
tools used in Six Sigma work
White Belt and highlight key attributes
 Performance Breakthrough - Describe the underlying logic
 Application Projects - Describe the purpose of Six Sigma
of the DMAIC improvement process
Application Projects and how such projects are executed
Knowledge Assessment – Breakthrough Vision
 DFSS Principles - See how product design can affect yield
and performance
M02 Business Principles | Duration - 7.4 hrs.
 PFSS Principles - Have an understanding of the Process
 Quality Definition - Articulate the idea of quality in terms for Six Sigma Criteria
of value entitlement  MFSS Principles - Understand How Managing for Six Sigma works
 Value Proposition - Define the primary components Knowledge Assessment – Installation Guidelines
of value and their key elements
 Metrics Reporting - Recognize the need for installing M05 Application Projects | Duration - 5.4 hrs.
and reporting performance metrics
 Project Description - Understand how to fully define
 BOPI Goals - Recognize the need for cascading
a Six Sigma application project
performance metrics
 Project Overview - Provide an overview of the key elements
 Underpinning Economics - Describe the relationship
that characterizes an application project
between quality and cost
 Project Guidelines - Explain how to establish project
 Third Generation - Differentiate between the first,
selection guidelines
second and third generations of Six Sigma
 Project Scope - Explain how to properly scope
 Success Factors - Identify the primary success factors
an application project
related to a Six Sigma deployment
 Project Leadership - Recognize the actions that must occur
Knowledge Assessment – Business Principles
to ensure successful project leadership
 Project Teams - Form a project team that is capable
M03 Process Management | Duration – 11.7 hrs.
of supporting Six Sigma applications
 Performance Yield - Explain why final yield is often higher  Project Financials - Understand the role of project financials
than first-time yield in supporting deployment success
 Hidden Processes - Describe the non-value added  Project Management - Explain how application projects
component of a process are best managed to achieve maximum results
 Measurement Power - Describe the role of measurement  Project Payback - Understand the driving need for establishing
in an improvement initiative project paybacks
 Defect Opportunity - Understand the nature of a defect  Project Milestones - Identify the primary milestones associated
opportunity and its role in metrics reporting with a successful Six Sigma deployment
 Process Models - Define the key features of a Six Sigma  Project Charters - Understand the role of project charters and
performance model how they are used to guide implementation
 Process Capability - Identify the primary indices of process capability Knowledge Assessment – Application Projects
 Design Complexity - Describe the impact of complexity
on product and service quality

15
4.2.2 GENERAL PRACTICES | 52.9 hrs.
M06 Value Focus | Duration – 3.7 hrs.  Matrix Analysis - Understand how matrices are created
and used to facilitate problem solving
 Value Creation - Define the idea of value and explain how
 C&E Analysis - Explain how C&E matrices can be used
it can be created
to solve quality problems
 Recognize Needs - Recognize the power of need fulfillment
 Failure Mode Analysis - Understand how FMEA is used
and how it links to value creation
to realize process and design improvements
 Define Opportunities - Understand how to define opportunities
 Performance Sampling - Explain how to design and implement
that lead to the creation of value
a sampling plan
 Measure Conditions - Identify and evaluate the conditions
 Check Sheets - Understand how check sheets can be used
that underlies improvement opportunity
for purposes of data collection
 Analyze Forces - Explain how the underlying forces are
 Analytical Charts - Identify the general range of analytical
identified and leveraged to create beneficial change
charts that can be used to assess performance
 Improve Settings - Establish optimal settings for each
 Pareto Charts - Explain how Pareto charts can be used
of the key forces that underpins beneficial change
to isolate improvement leverage
 Control Variations - Discuss how unwanted variations can
 Run Charts - Utilize run charts to assess and characterize
mask the pathway to breakthrough
time-based process data
 Standardize Factors - Understand the role and importanc
 Multi-Vari Charts - Define the major families of variation
of standardized success factors
and how they can be graphed
 Integrate Lessons - Explain how key lessons learned
 Correlation Charts - Utilize a correlation chart to illustrate
can be merged into a set of best practices
the association between two variables
 Application Example - Understand how the breakthrough
 Performance Histograms - Construct and interpret a histogram
process can be applied to everyday life
and describe several purposes
Knowledge Assessment – Value Focus  Basic Probability - Understand basic probability theory
and how it relates to process improvement
M07 Lean Practices | Duration - 3.7 hrs.  Pre-Control Charts - Describe the fundamental rules
 Lean Thinking - Comprehend the underlying logic of that guide the operation of a standard pre-control plan
lean thinking  Control Charts - Explain the purpose of statistical process
 Constraint Theory - Explain how constraint theory is related control charts and the logic of their operation
to value creation  Score Cards - Understand the purpose of Six Sigma
 Continuous Flow - Describe the operational ideas that score cards and how they are deployed
underpins continuous flow  Search Patterns - Explain how the use of designed experiments
 Pull Systems - Contrast the operation of a push system can facilitate problem solving
to that of a pull system  Concept Integration - Understand how to sequence a given
 Visual Factory - Explain the role of a visual factory during selection of quality tools to better solve problems
improvement efforts  Quality Simulation - Employ the related quality tools
 Kanban System - Describe how a Kanban system can improve to analyze data generated by the process simulator
process cycle-time Knowledge Assessment – Quality Tools
 Poka Yoke System - Understand how Poka Yoke systems
can lead to quality improvement M09 Basic Statistics | Duration - 11.1 hrs.
 6S System - Explain how the 6S system can contribute
 Performance Variables - Identify and describe the types
to process efficiency
of variables typically encountered in field work
 SMED System - Define the basic elements of an SMED system
 Statistical Notation - Recognize and interpret the conventional
 7W Approach - Describe how the 7W approach can be use
forms of statistical notation
to solve problems
 Performance Variation - Explain the basic nature of variation
 6M Approach - Explain how the 6M approach is used
and how it can adversely impact quality
to identify sources of causation
 Normal Distribution - Describe the features and properties
Knowledge Assessment – Lean Practices that are characteristic of a normal distribution
 Distribution Analysis - Explain how to test the assumption
M08 Quality Tools | Duration – 15.2 hrs. that a set of data is normally distributed
 Variable Classifications - Define the various types of  Location Indices - Identify, compute, and interpret the mean,
variables commonly encountered during quality improvement median, and mode
 Measurement Scales - Describe each of the four primary  Dispersion Indices - Identify, compute, and interpret the range,
scales of measure and their relative power variance, and standard deviation
 Problem Definition - Characterize the nature of a sound  Quadratic Deviations - Understand the nature of a quadratic
problem statement deviation and its basic purpose
 Focused Brainstorming - Explain how focused brainstorming  Variation Coefficient - Compute and interpret the coefficient of variation
is used to facilitate improvement efforts  Deviation Freedom - Explain the concept of degrees-of
 Process Mapping - Understand how to define the flow -freedom and how it is used in statistical work
of a process and map its operations  Standard Transform - Describe how to transform a set of raw
 SIPOC Diagram - Describe the nature and purpose data into standard normal deviates
of an SIPOC diagram  Standard Z-Probability - Describe how to convert a standard
 Force-Field Analysis - Utilize force field analysis to solve problems normal deviate into its corresponding probability

16
 Central Limit - Understand that the distribution  Alternate Hypotheses - Define the nature and role of alternate
of sampling averages follows a normal distribution hypotheses when making process improvements
 Standard Error - Recognize that the dispersion of sampling  Statistical Significance - Explain the concept of statistical
averages is described by the standard error significance versus practical significance
 Student's Distribution - Understand that the T distribution  Alpha Risk - Explain the concept of alpha risk in terms of the
applies when sampling is less than infinite alternate hypothesis
 Standard T-Probability - Describe how to convert a T value  Beta Risk - Define the meaning of beta risk and how it relates
into its corresponding probability to test sensitivity
 Statistics Simulation - Employ basic statistics to analyze  Criterion Differences - Explain the role of a criterion difference
data generated by the process simulator when testing hypotheses
Knowledge Assessment – Basic Statistics  Decision Scenarios - Develop a scenario that exemplifies the
use of hypothesis testing
M10 Continuous Capability | Duration - 10.5 hrs.  Sample Size - Define the statistical elements that must be
considered when computing sample size
 Performance Specifications - Explain the basic nature
Knowledge Assessment – Hypothesis Testing
and purpose of performance specification limits
 Rational Subgrouping - Explain how to form rational
subgroups and describe their purpose in Six Sigma work
 Capability Study - Understand the concept of process 4.2.1 TECHNICAL PRACTICES | 74.8 hrs.
capability and how it applies to products and services
 Instantaneous Capability - Understand the concept M13 Confidence Intervals | Duration – 4.8 hrs.
of instantaneous capability in relation to Six Sigma work
 Mean Distribution - Comprehend and characterize
 Longitudinal Capability - Understand the concept
the distribution of sampling averages
of longitudinal capability in relation to Six Sigma work.
 Mean Interval - Compute and interpret the confidence
 Cp Index - Compute and interpret Cp
interval of a mean
 Cpk Index - Compute and interpret Cpk
 Variance Distribution - Comprehend and characterize
 Pp Index - Compute and interpret Pp
the distribution of sampling variances
 Ppk Index - Compute and interpret Ppk
 Variance Interval - Compute and interpret the confidence
 Process Shifting - Understand the impact of process
interval of a variance
centering error on short-term capability
 Proportion Distribution - Comprehend and characterize
 Process Qualification - Determine the required level
the distribution of sampling proportions
of short-term capability necessary to qualify a process
 Proportion Interval - Compute and interpret the confidence
 ConcaP Simulation - Apply continuous indices of capability
interval of a proportion
to the process simulator
 Frequency Interval - Describe how frequency of defects
Knowledge Assessment – Continuous Capability
is related to confidence intervals
Knowledge Assessment – Confidence Intervals
M11 Discrete Capability | Duration - 6.7 hrs.
 Defect Metrics - Identify and describe the defect metrics M14 Control Methods | Duration – 6.4 hrs.
commonly used in Six Sigma work
 Statistical Control - Explain the meaning of statistical control
 Defect Opportunities - Understand the nature and purpose
in terms of random variation
of defect opportunities in terms of quality reporting
 Control Logic - Explain the logic that underpins the application
 Binomial Distribution - Describe the features and properties
of a control chart
that are characteristic of a binomial distribution
 Control Limits - Reconcile the difference between specification
 Poisson Distribution - Describe the features and properties
limits and control limits
that are characteristic of the Poisson distribution
 Chart Selection - Explain how to rationally select a control chart
 Throughput Yield - Compute and interpret through put yield
 Chart Interpretation - Interpret an SPC chart in terms
in the context of Six Sigma work
of its control limits
 Rolled Yield - Compute and interpret rolled-through put yield
 Zone Testing - Explain the concept of zone tests and
in the context of Six Sigma work
their application to SPC charts
 Metrics Conversion - Convert yield and defect metrics to the
 Variables Chart - Characterize the role and purpose
sigma scale of measure
of a variables chart
 DiscaP Simulation - Apply discrete indices of capability to the
 Attribute Chart - Characterize the role and purpose
process simulator
of an attribute chart
Knowledge Assessment – Discrete Capability
 Individuals Chart - Construct and interpret an individuals control chart
 IMR Chart - Construct and interpret an individual moving range
M12 Hypothesis Testing | Duration - 8.1 hrs.
control chart
 Statistical Inferences - Explain the concept of a statistical  Xbar Chart - Construct and interpret a control chart
inference and its primary benefits for subgroup averages
 Statistical Questions - Explain the nature and purpose  Range Chart - Construct and interpret a control chart
of a statistical question for subgroup ranges
 Statistical Problems - Understand why practical problems  Proportion Chart - Construct and interpret a control chart
must be translated into statistical problems for sampling proportions
 Null Hypotheses - Define the nature and role of null  Defect Chart - Construct and interpret a control chart
hypotheses when making process improvements for defect occurrences

17
 Other Charts - Describe several other types of control  Question Quality - Explain what is meant by the term
charts used in Six Sigma work "question quality" and how this idea relates to data analysis
 Capability Studies - Explain the role of capability  Sampling Plans - Describe several different types
studies when making process improvements of sampling plans commonly used in survey research
 Control Simulation - Apply common SPC methods  Data Analysis - Explain how categorical survey data ca
to the process simulator be analyzed to establish strength of association
Knowledge Assessment – Control Methods Knowledge Assessment – Survey Methods

M15 Parametric Methods | Duration – 10.3 hrs. M18 Nonparametric Methods | Duration – 3.4 hrs.
 Mean Differences - Determine if two means are statistically  Nonparametric Concepts - Explain the difference between
different from each other parametric and nonparametric methods
 Variance Differences - Determine if two variances  Median Test - Execute a median test on two groups and
are statistically different from each other then determine if the difference is statistically significant
 Variation Total - Compute and interpret the total  Runs Test - Conduct a runs test to determine if a time
sums-of-squares series pattern is random
 Variation Within - Compute and interpret the  Other Tests - Identify two nonparametric methods other
within-group sums-of-squares than a median or runs test
 Variation Between - Compute and interpret the Knowledge Assessment – Nonparametric Methods
between-group sums-of-squares
 Variation Analysis - Explain how the analysis of variances M19 Experimental Methods | Duration – 12.6 hrs.
can reveal mean differences
 Design Principles - Understand the principles of experiment
 One-Way ANOVA - Construct and interpret a one-way
design and analysis
analysis-of-variance table
 Design Models - Describe the various types of designed
 Two-Way ANOVA - Construct and interpret a two-way
experiments and their applications
analysis-of-variance table
 Experimental Strategies - Outline a strategy for designing
 N-Way ANOVA - Construct and interpret an N-way
and analyzing a statistical experiment
analysis-of-variance table
 Experimental Effects - Define the various types of experimental
 ANOVA Graphs - Construct and interpret a main effects plot as
effects and how they impact decisions
well as an interaction plot
 One-Factor Two Level - Configure and analyze a one-factor
 Linear Regression - Conduct a linear regression and construct
two-level statistically based experiment
an appropriate model
 One-Factor Multi Level - Configure and analyze a one-factor
 Multiple Regression - Conduct a multiple regression and
multi-level statistically based experiment
construct an appropriate model
 Full Factorials - Understand the nature and underlying logic
 Residual Analysis - Compute and analyze the residuals resulting
of full factorial experiments
from a simple regression
 Two-Factor Two Levels - Configure and analyze a two-factor
 Parametric Simulation - Apply general regression methods to
two-level statistically based experiment
the process simulator
 Two-Factor Multi Level - Configure and analyze a two-factor
Knowledge Assessment – Parametric Methods
multi-level statistically based experiment
 Three-Factor Two Level - Configure and analyze a three-factor
M16 Chi-Square Methods | Duration – 5.3 hrs.
two-level statistically based experiment
 Statistical Definition - Describe how to translate a practical  Planning Experiments - Understand the planning and
problem into a statistical problem implementation considerations related to statistical experiments
 Model Fitting - Explain what is meant by the term  Fractional Factorials - Understand the nature and underlying
"Model Fitting" and discuss its practical role in Six Sigma work logic of fractional factorial experiments
 Testing Independence - Explain how a test of independence  Four-Factor Half-Fraction - Configure and analyze a four-factor
can be related to the idea of correlation half-fraction statistically based experiment
 Contingency Coefficients - Understand how a contingency  Five-Factor Half-Fraction - Configure and analyze a five-factor
coefficient relates to a cross-tabulation table half-fraction statistically based experiment
 Yates Correction - Describe the role of Yates correction  Screening Designs - Understand how to select, implement,
in terms of the chi-square statistic and analyze a screening experiment
 Testing Proportions - Test the significance of two proportions  Robust Designs - Explain the purpose of robust design
using the Chi-square statistic and define several practical usages
Knowledge Assessment – Chi Square Methods  Experiment Simulation - Describe how a DOE can be employed
when measurement data is not available
M17 Survey Methods | Duration – 4.7 hrs. Knowledge Assessment – Experimental Methods

 Research Design - Explain how the idea of research design

M20 Design for Six Sigma (DFSS) Methods | Duration – 6.0 hrs.
fit with the idea of problem Solving
 Information Sources - Explain how the idea of researc  QFD Method - Explain how quality function deployment
design fit with the idea of problem Solving can be used to help identify design specifications
 Questionnaire Construction - Describe the role of survey  Capability Flow-Down - Describe how a capability flow-down
demographics when analyzing closed-form survey data can be used as a risk allocation and abatement tool
 Formulating Questions - Identify several things that  Capability Flow-Up - Describe how a capability flow-up
should be avoided when developing survey questions can be used to analyze the reproducibility of a design

18
 Tolerance Analysis - Demonstrate how the RSS metho Digital Training Project | Duration – 11.9 hrs.
can be used to analyze assembly tolerances
 Project Introduction - Understand the steps to deploy
 Monte-Carlo Simulation - Explain how Monte-Carlo
a Training Project
simulation can be used during the process of design
 R ecognize Phase - Understand the tools used dur ing
Knowledge Assessment – DFSS Methods
the R ecognize Phase
 D efine Phase - Execute the steps needed dur ing the D efine Phase
M21 Measurement Analysis | Duration – 3.3 hrs.
 M easure Phase - Understand the tools needed dur ing the
 Measurement Uncertainty - Understand the concept M easure Phase
of measurement uncertainty  Analyze Phase - B ecome familiar with the tools used dur ing the
 Measurement Components - Describe the components Analyze Phase
of measurement error and their consequential impact  Improve Phase - Become familiar with the tools needed for improvement
 Measurement Studies - Explain how a measurement systems  Control Phase - Recognize the usage of tools needed for Process Control
analysis is designed and conducted  Sur vey Analysis - Execute the techniques to analyze Sur vey data
Knowledge Assessment – Measurement Analysis R isk Analysis - Understand the tools needed for a R isk Analysis
Digital Training Project Assessment

4.3 MindPro Ver. 4.0 Features

19
20
4.4 Classroom Coverage | 90 hrs.

In-class sessions are generally conducted over a scattered

schedule as review sessions for participants to
clarify doubts on the programme first hand with an SSMI
Certified Instructor. In-class sessions will also cover
additional topics, on request of the audience and those
are determined as necessary for the specified industry.
The additional topics that will be covered during the
sessions, but not limited to will include the following:

o Lean Six Sigma Historical Brief

o Value Stream Mapping
o Introduction to iGrafx & Excel macros
o Introduction to ISO 18404: 2015
o Introduction to ISO 13053-1: 2015 & ISO 13053:2: 2015
o Ideation Tools
o Hoshin Kanri / Strategic planning
o Additional topics (based on time availability):
- Introduction to Mixed model VSM
- Warranty analysis
- Analytical Hierarchical Process (AHP)
- Metrics conversion
- QNS Reporting
- Lean Six Sigma deployment planning
- Advance 6S Workplace organization method
- Total Productive Maintenance
- Forecasting methods – Qualitative & Quantitative

21
 5. Lean Six Sigma
3. Black Belt Blended
3. P r o g ra m m e S c h e d u l e

Lean Six Sigma Black Belt Programme (Blended)

Training Week
Module Title Hrs.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Training Orienta�on 1.0 1.0
1 Breakthrough Vision 8.6 8.6
Global Concepts

Review of Technical Prac�ces and Discussion on Selected Topics

2 Business Principles 5.4 5.4
Review of Global Concepts and Discussion on Selected Topics

Review of General Prac�ces & Discussion on Selected Topics

3 Process Management 9.7 9.7

4 Installa�on Guidelines 3.9 3.9
5 Applica�on Projects 3.4 3.4
6 Value Focus 1.7 1.7
General Prac�ces

7 Lean Prac�ces 1.7 1.7

8 Quality Tools 6.6 6.6 13.2
9 Basic Sta�s�cs 9.1 9.1
10 Con�nuous Capability 8.5 8.5
11 Discrete Capability 4.7 4.7
12 Hypothesis Tes�ng 6.1 6.1
13 Confidence Intervals 2.8 2.8
14 Control Methods 4.4 4.4
Technical Prac�ces

15 Parametric Methods 8.3 8.3

16 Chi-Square methods 3.3 3.3
17 Survey methods 2.7 2.7
18 Nonparametric methods 1.4 1.4
19 Experimental Methods 5.3 5.3 10.6
20 DFSS Methods 4.0 4.0
21 Measurement Analysis 1.3 1.3
Training Project 3.9 3.9
Cer�fica�on Exams 4.0 6.0 4.0 6.0 4.0 4.0 4.0 4.0 4.0 4.0 6.0 6.0 8.0 64.0
In-class Hours (Op�onal) 27.0 27.0 36.0 90.0
Online Study + Exam Hours 19.0 23.0 7.4 6.6 12.6 13.1 12.5 8.7 10.1 11.2 12.3 13.4 5.3 11.3 17.2 183.7
Addi�onal Referencing Hours 5.0 5.6 1.1 2.2 2.2 3.0 2.8 1.6 2.0 3.5 2.8 2.4 1.7 1.7 3.1 40.7
Total Hours 24.0 28.6 27.0 8.5 8.8 14.8 16.1 15.3 10.3 27.0 12.1 14.7 15.1 15.8 7.0 13.0 20.3 36.0 314.4

22
6. Material Provided

 Twelve months’ unlimited access  Project mentoring sessions

to Dr Mikel J Harry SSMI® Black (on request)
Belt Body of Knowledge consisting  Training Project - Case Analysis
of 1500+ videos personally designed Guide (195 pages)
a nd d e liv ered by D r. M i k el J Har r y  Training Project - JMP and Minitab 17
 Twelve months’ access to SSMI Exam Workbook Guides
Black Belt® Examination portal  Access to free Webinars
 Free readiness assessment test conducted by SSMI
 Additional training on Minitab,  Programme Qualification Letter
JMP and Excel statistical software issued by Dr Mikel J Harry SSMI,
 647 training slides USA (delivered electronically
 55 Concept documents upon successful completion of
 29 Method documents all 21 module exams)

 26 Training Simulators  Programme Proficiency Letter

 105 Tool documents and Black Belt Programme
 17 Training Calculators Completion Certificate issued

 13 Training Exercises by Dr Mikel J Harry SSMI, USA

 Keywords search & Best (delivered electronically upon

practice coach completion of Digital Training

Project Assessment)
 27 vital web links
 You can also order printed
 Ability to purchase SigmaXL
versions of the certificate at an
and Minitab at discounted rate
additional fee of $100 per copy
 Free Minitab 18 Trial for 30 days

Dr Mikel J Harry SSMI

Lean Six Sigma
Black Belt certificate

23
 7. Programme Completion
Requirements

To obtain your SSMI® Lean Six Sigma Black Belt (CLSSBB)

credential, you are required to complete the following two requirements.

1. Successful Completion of online Knowledge Assessments at the end of each module

 The SSMI® Lean Six Sigma Black Belt  The pass mark for each knowledge
Certification (CLSSBB) programme assessment is 70% or above.
consists of 21 modules.
 Each module comprises of an open book  You can take up the assessments anytime
Knowledge Assessment that needs be of the day or year based on your convenience
completed at the end of each module. being anywhere in the world.
 Participants are provided with three free  All knowledge assessments are conducted
attempts to complete each knowledge using a dedicated SSMI® testing website
assessment and there's no time limit or www.mindprotesting.com
an order to complete each assessment.

2. Completion of Digital Training Project Assessment OR / And Submission of Live

project based on Project Story Board (available on request)

 Participants have the option to execute  Participants are provided three free
a digital training project contained within attempts to complete the Project
MindPro®. post formal training and complete assessment and there's no time limit
the training project assessment. for the assessment.
 The Digital Training Project assessment  You can take your exam anytime of the
comprises of 232 questions and the pass day or year based on your convenience
mark is 70% or above. from anywhere in the world.
 The simulated project provides each  Digital project assessment is conducted
candidate with the opportunity to exercise using a dedicated SSMI® testing website
all the key tools and methods, yet done www.mindprotesting.com
so in the context of a life-like DMAIC  For participants opting to take up a
project. In this way, candidates are able real-life project, along with the Digital
to practice their new skills in a controlled Training Project Assessment, a Project
environment and then be evaluated story board will be provided for project
on their efforts prior to being made submission. The project will then be
responsible for the execution of evaluated by a SSMI Executive Master Black
a live on-the-job value-centric project. Belt based on SSMI® Lean Six Sigma Black
Belt Certification Project Evaluation criteria.

24
8. Programme Duration

The Black Belt programme of study consists of

approximately 160+ hours of training videos
02 - 04 and content that can be completed within two
MONT HS to four months of online or blended study.
However, participants can take up to 12 months
to complete their programme.

9. Enrolment Requirements

 Basic arithmetic skills are essential (i.e. Ability to perform addition,

subtraction, multiplication, division and work with fractions and decimals).
Basic computer skills are also essential. In this context, a rudimentary
understanding of Excel is highly recommended, but not essential. Furthermore,
a most rudimentary understanding of algebra is a plus, but not required.

 The successful completion of any undergraduate degree program or professional

qualification is likely to support the academic demands of this program.

 Previous knowledge and understanding on Lean Six Sigma application

can be helpful.

 You may try taking up our free readiness assessment available

at www.mindprotesting.com if you feel necessary (this is not mandatory)

 We strongly recommend our programme to already certified Black Belts

to undertake our programme to calibrate themselves against the original
Black Belt programme content that was used to generate individuals in
top corporates making billions of dollar savings.

25
10. Programme Registration

If you wish to register for the programme, please forward the below
details to [email protected]

a) Programme Name

b) Mode of Delivery – 100% Online or Blended

c) Full Name – as it should appear on the final certificate

d) Expected start date of the programme

e) Nationality

f) Residential address

g) Billing address (if different from residential address)

h) Valid e-mail address – All your correspondence will be sent to this address

i) Current Organization

j) Designation

k) Contact numbers

l) LinkedIn Profile address (if available)

26
11. Payment Options

 Credit or Debit Card /AMEX (Preferred)

Once you send us the registration details, an automated invoice and a payment
link is generated for you to perform the required payment within 3 working days.
You can use the payment link to make your payment using any type of credit card
or debit card. Once the payment is received, you will be sent two unique passwords
to access, MindPro learning management system and MindPro testing websites.

 Bank Transfers

If you wish to make your payment via bank transfers, please use below details.
Please note all transfer charges shall be borne by the candidate.

Account Holder Name : Dr. Mikel J Harry Six Sigma

Management Institute, Inc.

Business Registration Number : 1074613-4

Registered Office Address : 3370 N Hayden Road, Suite 123-320,

Scottsdale, Arizona 85251, USA

Contact Number : 01 (480) 515-0890 / 01 (949) 842-7848

- Sandra Harry

Contact Email : [email protected]

Bank Name : Wells Fargo

Bank Branch : Scottsdale

Branch Code : 122105278

Bank Address : 420 Montgomery, San Francisco, CA 94105

Country Of Bank : United States of America

Account Number : 663 277 3468

Currency : USD

SWIFT Number : BICWFBIUS6S

(Mandatory For Foreign Vendors) (Routing number: 122105278)

27
We can't improve what we don't
measure. We don't measure what
we don't value.
Dr. Mikel J. Harry
12. Testimonials From Asia

Suneth Jaywardena, CLSSBB “And what sets this program ahead of the others is, it gives the opportunity
Head of Quality- to learn directly from the people who started it. And this particular program
Aegis Services is very very cutting-edge.”
Sri Lanka (pvt) Ltd

“Joining SSMI ASIA was a tremendous boost for my overall understanding Dinara Wagawatte, CLSBB
and my mind-set, which really enabled me in terms of improving and Senior Manager -
innovating the overall performance of my region.” Retail Operations,
Dialog AXIATA PLC

Madura Jayathilake, CLSSBB “The SIX SIGMA BLACK BELT programme conducted by the SIX SIGMA
Senior Manager Management Institute is formulated in such a way that it covers the DMAIC
- Operations, methodology in a greater depth. And it will take you through a standard
Star Garments transformation. I am proud to say that I have been able to reap
the benefits out of this programme.”

“Why I selected Dr Mikel J Harry SSMI LEAN SIX SIGMA course is, it is Tharindu Hasantha, CLSSBB
well structured, simple and very practical.” Plant Champion -
Mas LEAN Enterprises,
MAS FABRICS- Methliya,
MAS HOLDINGS

Chamara Jayan, CLSSBB “It is essential that you make the right choice when selecting your institution, especially,
Manager Process Excellence when there are so many organisations offering poorly designed programmes with
HConnect – fake credentials that do not assist you in becoming a competent resource on the
Hirdaramani Group subject. SSMIA is the only avenue in Asia to gain access to original learning content
and obtain credential directly from the Principal architect of Six Sigma, Prof. Harry.”

“I also believe that SSMI BLACK BELT programme is one skill that Niroshan Ashokumar, CLSSBB
any company or professional must possess to be competitive Assistant Manager -
in the present dynamic & highly competitive marketplace.” Management Accountant,
Hemas Hospitals

Nisala Hewage, CLSSBB “I highly recommend this learning opportunity to all business leaders,
Head Partner as this programme developes individuals to drive business improvement
Engagement and projects to reduce costs and increase customer satisfaction.”
Business Analytics,
Dialog Axiata PLC

29
 Nagarathna sai madhukar, “Effectively developed LEAN SIX SIGMA training modules along with
CLSSBB excellent teaching by Dr. Mikel J Harry facilitated my learning/
Senior Business Analyst, understanding of LEAN SIS SIGMA concepts efficiently”
Tata Consultancy Services
INDIA

“SSMI Black Belt training programme utilizes a very comprehensive curriculum covering Felix Veroya, CLSSBB
core concepts required to develop an effective Lean Six Sigma professional and it uses a Managing Director
frontier learning management system (Mindpro®) for its delivery. Learning materials were iExcel Review and
easy to comprehend & learner friendly. The delivery methods enable a faster rate of Training Center/ Author
knowledge capture and use creative learning tools developed personally by Dr Mikel J Harry.” PHILIPPINES

Ruwan Samantha, CLSSBB “Joining SSMI ASIA was a massive experience to boost my breakthrough thinking
General Manager Industrial in organizational transformation journey in Process Excellence. I would strongly
Engineering, Process recommend this Lean Six Sigma Black Belt programme by SSMI ASIA to anyone
Improvement & Operations who wishes to explore & acquire the knowledge & experience in Lean Six Sigma.”
Brandix Apparel Solutions Ltd

“Why I selected SSMI was because the founder of SIX SIGMA DR. Mikel J Harry Eroshan Nilanga, CLSSBB
makes that course & organization. Finally I would like to invite all of you LEAN Manager,
in executive & management positions, to come join with SSMI and learn, Crystal Martin
because today you can't survive without operational excellence practices.”

Rohana Abeywansha, CLSBB “I am really proud of joining as a student of SSMI BLACK BELT training
Assistant Manager and the first BLACK BELT in the MIDAS SL region. It will be a
- Business Excellence, remarkable change and success factor in the glove-manufacturing
MIDASSAFETY field with this SIX SIGMA BLACK BELT…”

“Dr. Mikel J Harry’s Six Sigma Principle is one of the best in the world to Dinesh Kumar, CLSSBB
expertize breakthrough principles in the market. SSMI is the only institute, Asst. Operations Manager
which provides you the original content directly by Dr. Mikel J Harry. Sri Lankan
I definitely recommend SSMI, as a learning partner for anybody.” Catering (Pvt) Ltd

Pahan Warnakulasooriya, “When I was searching for a learning programme which could improve my
CLSSBB organizational goals & career I found that the best is Lean Six Sigma.
M a n a ge r P roce s s No doubt that I took the right decision to follow this programme & to be
Dev e l opme n t & M a in te n a n ce , certified as a Lean Six Sigma Black Belt. I can recommend this programme
Nienhuis Asia (Pvt) Ltd to any professional who needs to upraise their careers in massive scale.”

“This experience will be very helpful and will share this knowledge during Ranmore VanDort, CLSSBB
the white belt and yellow belt trainings which I will be conducting. Lean Transformation
I would like to conclude by saying “WOW!”” Manager
Nations Trust Bank

30
CON TAC T OUR
R E P R E SENTAT I VE
I N YOU R R EGI ON FOR
M O R E INF OR M AT ION

Ng u yen Th a n h H ai ,
V ice Pr es i d e n t – V i e t n a m

Em a i l : t h a n h h a i @ ssmi - asi a . com

Co n t a ct n u mb e r : 0 9 8 6 2 3 51 89

www.ssmi-asia.com