Six Sigma – Green Belt

• Using DFSS tools for a project
• Similarities between DFSS and Six Sigma
• IDOV methodology stages
• DMADV methodology stages
• FMEA types, characteristics and process steps
• FMEA process steps
• Risk priority number components
• RPN calculations
• DFMEA and PFMEA worksheets and differences

• Identifying Six Sigma projects
• Common problem-solving
• Six Sigma readiness assessment questions
• Calculating a priority score for a given project
• Six Sigma methodologies
• Benchmarking
• Process components
• Using a cross-functional process improvement team
• Understanding variables when conducting a Six Sigma project
• SIPOC elements
• Stakeholder management
• Process owner on a Six Sigma project
• Lean principles in Six Sigma projects
• The lean and six sigma methodologies
• Matching lean tools with the six sigma stages
• The five laws of lean
• Lean concept descriptions
• The lean process steps and tools
• Service organisation characteristics
• Organisational objectives, improvement goals
• Theory of constraints measurement formulas
• Classify activities according to their value
• Different types of waste in an organisation
• Value stream map information
• Icons used in a current and future state map
• Applying lean principles in a six sigma project

• Affinity diagrams
• Interrelationship digraphs
• Tree diagrams
• Using and creating matrix diagrams
• Process decision program charts
• Activity network diagrams
• Six Sigma planning and management tools

• Implementing Six Sigma into an organisation
• Key characteristics of Six Sigma
• Transfer function process
• Continuous improvement methodologies
• Assessing an organisation’s readiness for a Six Sigma project
• Establishing linkages and supports with the organization’s goals
• Components of a business process
• Core and support processes
• Business process relationships
• Key business drivers
• Good metrics
• Balanced scorecard perspectives

• Basic concepts and types of control charts
• When to use an Xbar-R, Xbar-s, or median control chart
• Special cause variations in data by analyzing an Xbar-R chart
• Xbar-s control chart
• Cause variation in data by interpreting an ImR chart
• Using data on control charts

• Calculating cycle time and takt time
• Cycle time reduction
• Single-minute exchange of dies (SMED) method
• Types of Kaizen event for a given project
• Daily activities of a Kaizen blitz
• Implementing Kaizen into an organization
• Cycle time reduction and process improvement tools and techniques

• Types of data classifications
• Type of measurement scale
• Principles of data sampling
• Automated data collection
• Technologies used for data collection
• Creating a data collection plan
• Types of check sheets
• Data coding methods
• Six Sigma improvement initiatives

• Benefits and elements of design of experiments
• Types of experimental error
• Characteristics of balanced design
• Benefits of randomization
• Replication and repetition
• Full and fractional factorial designs
• Interpreting main effects plots

• Characteristics of a multi-vari analysis
• Guidelines for creating sampling plans
• Types of variation
• Correlation analysis in Six Sigma
• Characteristics of causation
• Statistical significance of a correlation coefficient
• Using linear regression during data analysis
• Simple least-squares linear regression formula
• Six Sigma exploratory data analysis tools and techniques

• Hypothesis testing and concepts
• Best practices when establishing hypothesis testing results
• Confidence intervals are used in hypothesis testing
• Error types
• Using a margin of error formula
• Distinguish between t- and z-tests

• Types of hypothesis tests
• Comparison tests
• Critical value method
• T-test using the p-value method
• ANOVA concepts and test results
• Testing for variances and proportions

• Accuracy and precision
• Types of correlation and variation
• Performing a GR&R study
• Gauge repeatability and reproducibility study
• Precision to tolerance ratio
• Best practices in conducting a bias study
• Calculate and interpret bias
• Attributes of linearity
• Calculate linearity and interpret a linearity plot
• Measurement systems analysis tools and techniques

• Performance metrics
• Performance measurement approaches
• Calculating defects per unit (DPU)
• define rolled throughput yield (RTY)
• distinguish between FTY and RTY
• Calculating Cp and Cpk
• Cost of poor quality (COPQ)
• Using performance metrics for planning Six Sigma projects

• Common probability terms
• Calculating probability
• Types of variables
• Normal distribution
• Cumulative probability from the z-value
• Using a binomial distribution effectively
• Using poisson distribution effectively
• Chi-square distributions
• Student’s t-distributions
• F-distributions
• Six Sigma probability and statistical distributions

• Process limits and specification limits
• Process capability study
• Determining stability of a process
• calculate the Cp and Cpk of a given process
• calculate the Pp and Ppk of a given process
• Using a Cpm index
• Long-term capability
• Six Sigma capability and performance indices

• Total Productive Maintenance (TPM)
• Common jidoka devices
• Clarify targets for improvement
• Total productive maintenance
• Visual workplaces

• Project charter elements
• Problem statements
• Project scope
• Process mapping
• Creating Pareto chart
• Using planning tools
• Using Gantt charts
• Using the PERT formula
• Key risk analysis activities
• Project closure activities
• Key project planning tools and techniques

• Process modeling
• Process map types and symbols
• Creating and interpreting a process map
• identify elements of a procedure document
• recognise characteristics of work instructions
• Six Sigma process modeling, mapping

• Root cause analysis
• Fishbone diagrams
• Relational matrix
• 5 Whys process
• Performing FTA
• Eliminating waste
• Characteristics of the 5S method and principle
• Types of poka-yoke
• Kanban-pull system
• Six Sigma root cause analysis and waste reduction tools and techniques

• In-control process
• Statistical Process Control
• Key elements and types of control charts
• Common cause or a special cause variation
• Choosing variables to study
• Rational subgroups
• Determining subgroup sizes
• Control plans
• Using Statistical Process Control (SPC) to sustain improved processes

• Descriptive and inferential statistics
• Implications of the central limit theorem
• Tools for inferential statistics
• Measures of central tendency and distribution
• Frequency distribution tables
• Calculating cumulative frequency distribution
• Correlation patterns in a scatter plot
• Probability plots
• Using histograms
• Stem-and-leaf plot
• Box-and-whisker plots
• Six Sigma statistics and graphical methods

• VOC and VOB perspectives
• Implementing a VOC strategy in a Six Sigma project
• Types of customers
• identify potential effects of projects on customers
• Customer data in a Six Sigma project
• Data collection tools
• Bias and error
• Types of customer requirements
• Customer needs
• Phases of QFD
• HOQ matrix
• Voice of the customer in relation to Six Sigma projects

• Identify the types of teams typically used on Six Sigma projects
• Stages of team evolution
• Six Sigma organisational roles
• Six Sigma roles and responsibilities
• Solve interpersonal issues
• Excessive team cohesion
• Managing team meetings
• Brainstorming sessions
• Communication tools
• Managing Six Sigma team dynamics

When you study with Australian Online Courses, you will be assessed using a competency-based training method.

Competency-based training focuses on the achievement of skills and knowledge against set criteria to ensure your competency is industry relevant. You will not be benchmarked against other students.

If you do not achieve a competency result on your first attempt, you have two more attempts to pass your assessment. So, you have three attempts in total to obtain a competency result.

In this way, you can complete your course in your own time and at your own pace with the assistance of unlimited tutor support.

In this course, you will be assessed via multiple-choice questions to determine your mastery of details and specific knowledge gained during your studies to achieve a ‘competent’ or ‘not yet competent’ result.

Benefits of Multiple-Choice Assessments

• Appropriate for assessing students’ mastery of details and specific knowledge.
• Can be used to assess both simple knowledge and complex concepts.
• Questions can be answered quickly to accurately assess a students’ mastery of many topics relatively quickly.
• Assessment can be quickly and reliably scored to achieve a ‘competent’ or ‘not yet competent’ result.
• As the answers are visible, multiple-choice questions offer the opportunity for the continuation of the learning process, offering educational value.

• Professional development that is widely recognised and respected;
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• Study online, anywhere via our elearning system;
• High-quality professional development programs written by industry experts;
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• All course materials provided online – no textbooks to buy;
• Unlimited tutor support;
• Easy to understand course content;
• We offer twelve (12) months’ access, with extensions available upon application (fees apply);
• Certificate of Attainment/Completion issued for your CV (hard copy provided); and
• Course may be tax deductible; see your tax advisor.

The approximate study hours for this course is 30 hours. We offer twelve (12) months’ access, with extensions available upon application (fees apply).

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Yes! You will receive a Certificate of Attainment upon successful completion of your assessment.

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