Black Belts optimize existing technology, or bring new technologies on line at optimal operating conditions and are the masters of problem solving. They have the technical and leadership capability to improve the performance of an existing industrial or commercial process, regardless of complexity or output volume. They also tackle and solve specific process-oriented or design-centric problems that have a negative impact on customer satisfaction, operational capability, output capacity, cycle time and other performance-related metrics.

Students will focus on obtaining an in-depth understanding of the Six Sigma principles and implementation tactics, along with advanced applications in the areas of descriptive statistics, benchmarking, process control techniques, process diagnostic methods and experimental design.

They will learn the importance of quantitive data and it's vital role in successful problem solving, as well as the importance of sample size and how to administer a sampling scheme. They will discover how the key tools are blended and sequenced to form a scientific and repeatable process for solving critical manufacturing, engineering, service, administrative and business related process problems.

Black Belts will be taught how to scope projects, define them and lead their implementation in addition to learning other essential skills including application of DMAIC, Six Sigma's methodology for process improvement, as well as how to identify input variables that directly affect process output.

Participants will work a Training Project that will allow them to exercise all the tools taught during training as well as understand the methodology and steps needed to carry out an on-site organizational project.

Upon completion of Six Sigma Black Belt training, students will have the expertise and technical knowledge required to implement Six Sigma successfully and to propel their respective organizations toward best-in-class status by reducing costs, improving cycle times, eliminating defects and significantly increasing customer satisfaction.

The Green Belt role is usually part-time in nature, although some organizations might choose to make it a full-time position. By design, the role of the Green Belt is played out at the process level of a business enterprise and is focused on making improvements within the scope and reach of a Green Belt's normal work-related line-of-sight. Such localized improvements are generally made by a Green Belt in one of two ways.

FIRST, the Green Belt can support a Black Belt project to effectively extend the scope and reach of a Black Belt. This could involve facilitating the execution of routine activities such as data collection and basic diagnostics in addition to executing small-scale experiments and implementing process controls.

SECOND, a Green Belt can be assigned a highly focused improvement project that has been pre-selected and operationally scaled to fit their unique skill-set and normal job duties.

Green Belt candidates will learn how to carry out statistical analysis and process evaluation using Minitab statistical software. Participants will learn the DMAIC process improvement methodology - Define, Measure, Analyze, Improve and Control, or simply DMAIC. Through this systematic and scientific method of problem solving, the Green Belt candidate discovers how to best apply the supporting tools of Six Sigma; thereby paving the way for short-cycle, high-yield improvements.

Participants will learn problem solving methods and techniques, process management, project identification and project fundamentals in addition to being trained in specific tools for the industrial environment such as Experimental Methods and Measurement Analysis.

By nature, the difference between an Industrial or Commercial Green Belt lies in the type of data they are likely to encounter, thus altering the array of tools and analytical approaches. For example the industrially oriented Green Belt must often work with direct measurements, physical process settings and the calibration of machines just to mention a few. The commercially oriented Green Belt will often work with discrete data and frequencies that naturally emanate from such things as customer satisfaction surveys, transactional defect counts and binary outcomes just to mention a few.

Participants will also work a Training Project that will allow them to exercise all the tools taught during training as well as understand the methodology and steps needed to carry out an on-site organizational project.

Successful Green Belt candidates will be able to increase their job-related or product-related output quality and quantity in less time and at a lower total cost, thereby creating additional value. Naturally this translates to greater effectiveness and efficiency of job execution and the realization ...

The role of a Yellow Belt is highly focused on delivering localized improvements within the boundaries of that process worker's normal job-related duties. One of the ways they can be deployed is to execute limited line-of-sight application projects, keeping in mind that such Six Sigma projects must be operationally scaled in scope and depth to fit within their work area and body-of-knowledge.

Another way to leverage their skills is in a supporting role. This particular deployment tactic allows Green Belts and Black Belts to confidently delegate certain time consuming and labor intensive activities to these Yellow Belts. In turn, this enables the Green Belts and Black Belts to greatly extend their operational reach by concurrently planning and executing multiple high-impact projects.

Participants will learn the foundational principles and core values that underpin the installation of Six Sigma as well as the driving knowledge for identifying, selecting, initializing, executing, reporting and validating a Six Sigma project.

Candidates are trained to use the powerful Six Sigma process for realizing breakthrough - Define, Measure, Analyze, Improve and Control, or simply DMAIC. Through this systematic and scientific method of problem solving, participants will discover how to best apply the supporting tools of Six Sigma - paving the way for short-cycle, high-yield improvements.

After acquiring these related principles, practices, tools and methods, it makes it much easier for a Yellow Belt to question and examine how the work gets done and discover better paradigms for getting the work done.

Yellow Belt graduates will have a solid statistical foundation and are able to assist with the execution of cost savings projects and experiments by gathering data, assisting in problem solving exercises and preliminary data analysis. They also ensure on-going improvements within their immediate line-of-sight and can be responsible for highly focused line-of-sight Six Sigma projects.

The Six Sigma White Belt role is an entry level position within the organizational hierarchy of X-Belts. White Belts are operational manager's that have been enriched with a conceptual understanding of Six Sigma that penetrates deeper than what could be obtained by way of a global executive overview. Thus, it can be said that White Belts are typically mid-level line and staff managers whose normal job duties intersect or overlap the objectives associated with a Six Sigma initiative.

In this context, such leaders must not only internalize the core concepts and ideas that underpin Six Sigma, they must also conceptually understand the essential terminology, tools and practices of Six Sigma X-Belt infrastructure, as well as the operational missions of that infrastructure.

This educational program has been specifically designed to deliver and reinforce the essential concepts of Six Sigma, but with strong managerial emphasis. Participants will explore lean practices and graphically-based quality improvement tools, such as histograms, line graphs, scatter plots and Pareto charts just to mention a few.

Each participant is educated on how to use the powerful Six Sigma process for realizing business performance breakthrough - Define, Measure, Analyze, Improve and Control or simply DMAIC.

This White Belt training program is specifically configured to bridge the knowledge gap that often exists between an executive-level Six Sigma overview and the applied skill set of an X-Belt practitioner. This means that the successful participant will be better enabled to project the power of Six Sigma. This translates to the consciousness of business imperatives but with greater effectiveness and efficiency.

The Process Leader program is designed to endow the participant with the knowledge and skills necessary to effectively initiate, plan, oversee and review the execution of a process improvement project.

Candidates will learn the basic concepts, tools, procedures, practices and methods associated with the execution of Six Sigma projects and the general field of process improvement. They will also learn how to leverage the key leadership principles of Six Sigma and selected improvement tools in order to enhance or otherwise streamline the daily operations of a core business process.

Students are then provided a keen sense of Lean Sigma ad the basic Quality Tools that drive quantum improvement. Of course this goal is accomplished by examining the application tools as practiced by Six Sigma X-Belts and process improvement professionals. From this angle the participant will understand what it takes to deploy Six Sigma and benefit from its reach and power.

In this sense, the Process Leadership program is an offering that is good for anyone responsible for the operation or improvement of business processes - commercial or industrial of any size or form. The knowledge provided in this program of study empowers a Process Leader to drive a never-ending stream of continuous improvements and breakthrough experiences.

Reinforcement of major concepts, techniques and application is realized through exercises, scenarios and focused case studies. This program will provide operational and application insights into the time-proven practices that underpin the successful installation of Six Sigma and the core elements of value creation.