Lean Six Sigma Black Belt: 8 năng lực Best Practice dẫn dắt dự án

Tổng quan Lean Six Sigma Black Belt

Lean Six Sigma Black Belt là vai trò dẫn dắt các dự án cải tiến phức tạp, kết nối dữ liệu, phương pháp, con người và kết quả kinh doanh.

Người học cần biết xác định vấn đề, quản trị DMAIC, coaching đội nhóm và trình bày quyết định dựa trên bằng chứng.

Chương trình phù hợp với chuyên gia chất lượng, kỹ sư, quản lý cải tiến và người được giao dẫn dắt dự án liên phòng ban.

Black Belt không chỉ dùng công cụ thống kê; họ phải xây alignment, giữ phạm vi, quản trị rủi ro và giúp process owner duy trì kết quả.

8 năng lực Black Belt

1. Chọn cơ hội và viết project charter.
2. Thiết kế kế hoạch đo và kiểm tra dữ liệu.
3. Phân tích nguyên nhân bằng định tính và định lượng.
4. Đánh giá giải pháp và thử nghiệm cải tiến.
5. Quản trị rủi ro, stakeholder và thay đổi.
6. Coaching Green Belt và thành viên dự án.
7. Đo lợi ích và thiết kế control plan.
8. Trình bày, bàn giao và nhân rộng bài học.

Lộ trình DMAIC 8 bước

1. Define: thống nhất vấn đề, phạm vi, mục tiêu.
2. Đánh giá voice of customer và CTQ.
3. Measure: xác lập baseline và chất lượng dữ liệu.
4. Analyze: xác nhận nguyên nhân có bằng chứng.
5. Chọn giải pháp theo tác động và rủi ro.
6. Improve: thử nghiệm và xác nhận kết quả.
7. Control: chuẩn hóa, dashboard và phản ứng.
8. Đóng dự án, ghi nhận lợi ích và bài học.

Thực hành dự án Black Belt

Học viên thực hành review charter, process map, SIPOC, kế hoạch đo và phân tích nguyên nhân.

Mỗi nhóm cần phân biệt dữ liệu cần thu thập, giả định cần kiểm tra và quyết định cần process owner phê duyệt.

Trong mô phỏng gate review, Black Belt trình bày tiến độ, rủi ro, lợi ích và yêu cầu hỗ trợ.

Người học luyện cách nói rõ vấn đề thay vì che giấu khó khăn, bởi minh bạch giúp sponsor ra quyết định và bảo vệ dự án.

Đầu ra và chứng chỉ

Đầu ra gồm hồ sơ DMAIC, baseline, phân tích, kế hoạch cải tiến, control plan và bài trình bày dự án.

Chứng chỉ hoặc xác nhận hoàn thành phụ thuộc tiêu chí chương trình được CiCC công bố; doanh nghiệp nên đánh giá thêm hành vi và kết quả sau đào tạo.

Câu hỏi thường gặp

Chương trình đào tạo Lean Six Sigma Black Belt của CiCC được thiết kế cho các chuyên gia và lãnh đạo cấp cao có kinh nghiệm trong lĩnh vực sản xuất và quản lý chất lượng. Khóa học tập trung vào việc giúp học viên hiểu rõ hơn về các phương pháp Lean và Six Sigma, từ đó áp dụng vào thực tiễn sản xuất của doanh nghiệp. Ngoài ra, học viên còn được trang bị các kỹ năng quản lý dự án, lãnh đạo và truyền đạt kiến thức cho đội ngũ nhân viên.

https://youtu.be/n_8zZ06qtao

🔗 Mở rộng: SIPOC Analysis ungdungai.edu.vn — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

🔗 Mở rộng: Case Study Lean Six Sigma tại lean.vn — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

🔗 Mở rộng: Đào tạo Lean Six Sigma Black Belt leansigmavn.com — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

🔗 Mở rộng: Control Chart lean.vn — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

🔗 Mở rộng: Case Study Lean Six Sigma tại lean.vn — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

Introduction to CiCC: (Attached file for more detail about CiCC profile, or www.cicc.com.vn )

CiCC has delivered millions of dollars of increased profitability by helping organizations drive revenue and reduce costs.

CiCC is a Vietnam leader in consulting and training related to performance improvement and regulatory compliance.

We have helped hundreds of companies effectively develop the potential from within their organizations to successfully integrate and deploy performance improvement principles and practices, and to meet organizational, regulatory, and strategic goals.

Through our proven ability to transfer the skills and knowledge necessary to improve performance, our customers can realize significant enterprise value for their investment, both immediately and into the future.

By choosing to work with CiCC you benefit from our:

• Ability to listen and deliver meaningful solutions
• Range of experience with multiple areas of expertise
• Dedication to creation of programs that ensure self-sufficiency
• Commitment to consistently high standards for service and support
• Thorough execution of all objectives
• History of meeting and exceeding client expectations

Introduction to Program:

The program “Green Belt Upgrade to Black Belt” is designed for CLIENT AAAA to provide in advance of Six Sigma Theory and Six Sigma Tools using and application.

It also provides company’s key “GB and BB” the ability to apply the appropriate tool for Six Sigma Project of continuous improvement in their respective areas.

A Six Sigma Black Belt (BB) embodies a thorough knowledge of Six Sigma philosophies and principles (including supporting systems and tools).

A certified Black Belt exhibits team leadership, understands team dynamics, and assigns their team members with roles and responsibilities.

They have a complete understanding of the DMAIC models in accordance with the Six Sigma principles, have a basic knowledge of lean enterprise concepts, and they can quickly identify “non-value-added” activities.

Besides the Six Sigma knowledge and technical, participants also know how to promote, maintain and manage Six Sigma and how to built culture that employees always have the ability to detect, identify, select and proficient use of methods and Six Sigma tools to solve problems and find optimal innovative solutions for customer and company in the future.

A Black Belt’s role within a company includes being the project team leader, allowing them to be directly responsible for projects within their organization.

They are held accountable for the results.

Duration:

                10 days (about time schedule please refer to GB to BB Training Schedule as attached)

Purpose:

To provide Six Sigma Black Belts with additional quality tools and statistical tools that are indispensable to run projects of greater complexity and that have a greater impact on the overall organization’s performance.

Target Audience:

Six Sigma Black Belt candidates who are trained Six Sigma Green Belts with a proven history for success and excellent interpersonal skills.

Leading teams in completing process improvement projects is one of the most critical elements for a successful Six Sigma initiative.

Learning Objectives

At the end of this workshop, participants will be able to:

1. Translating Customer Needs into Requirements to Finding Areas Needing Improvement “Writing the Business Case” RECOGNIZE PHASE before run DMAIC roadmap as GB or BB.
2. Apply statistical software (Minitab) in data collection and data analysis.
3. Understand the importance of mastering key foundational statistical tools (e.g., the normal theory).
4. Apply advanced statistical tools in the MEASURE, ANALYZE and CONTROL phases of the DMAIC methodology.
5. Use essential Lean concepts and lean tools and mapping with IMPROVE PHASE.
6. Train and Coach Green Belts to improve the outcomes of their green belt projects.

Major Topics

• Six Sigma Break Thought Strategies (R: Recognize phase – DMAIC – V: Validate phase)
• Policy deployment and Balanced Scorecard (KPI) – Big Y – Small (­y­­­­s)
• Advanced Minitab (for application throughout the course)
• The normal theory, and transformation to normality
• Process capability / Sampling and measurement system analysis (MSA)
• Hypothesis testing / Regression analysis
• Lean and Lean tools / Design of experiments (DOE) / Advanced Control charts

Note: Certification as a Six Sigma Black Belt requires successful completion of this course, a passing grade on the final examination, and submission of a detailed report of 02 successful projects.

Method Key:

• Example = example from outside data
• Exercise = exercise on case study or outside data
• Project exercise = exercise on the participant’s actual project

Program Contents:

CiCC mapping with GB TO BB Training Schedule (1W)

Phase	#	Name	Topics	Tool	Time
Training Course guide   Overview and Recognize 6Sigma Planning Strategy	01	Lean Six Sigma Break Thought Strategies	•  What are Lean, Six Sigma, and Six Sigma?   •  The Effects of Eliminate Wastes and Reduced Variation •  Driving out Defects and Non Value Activities •  Process Effectiveness vs. Efficiency •  Translating Customer Needs into Requirements •  The Lean Six Sigma Breakthrough Strategy •  Lean Six Sigma Roles •  Lean Six Sigma Storyboard (D-MAIC)	Projector   Ms Project	Day 1   Morning 8:00 – 12:00
Understanding   Six Sigma	02	Recognize Phase	•  Pipes and Puddles – What’s the Process?   •  The Customer’s Perspective & Balanced Scorecard •  Determining How Well the Process Satisfies Customers •  Process Boundaries with SIPOC and IPO Diagram •  Identifying Improvement Opportunities •  Lean concept with Value Stream Mapping & KPI	Projector   Visio A1 Flipchart	Day 1   Afternoon 13:00 – 15:00
Define Phase   Define Overview	03	Define Phase	•  Clearly define what the customers care about.   •  Define the Lean Six Sigma Project: –  Description of the work process to be improved –  Problem Statement (using measures of customer care-about) –  Project Objective (improve meeting customer care-about by how much?) –  The project plan	Projector   Visio A1 Flipchart Ms Project	Day 1   Afternoon 15:00 – 17:00
04	Calculate project benefit and effective	•  What is Cost of Poor Quality (COPQ)?   •  Quality Cost Categories •  Estimating Cost Savings for a Lean Six Sigma Project •  Hard vs. Soft Costs	Projector   Ms Project
Minitab Oveview	05	Introduce to Minitab	•  Opening Minitab / Getting data / Saving files   •  Time plots / Histograms / Dot plots / Scatter plots •  Pareto charts / Individuals control charts	Projector   Minitab Laptop	Day 2   Morning 8:00 – 9:00
Measure Phase   Measure Overview Basic Statistics Qualitative Analysis Graph Analysis Data Collection Plan Measurement System Analysis (MSA)	06	The Power of Data	•  Why Use Data / The Role of Statistics   •  Variable Data / Continuous Data •  Attribute Data / Discrete Data •  Levels of Knowledge	Projector	Day 2   Morning 9:00 – 12:00
07	Continuous Data	•  Descriptive versus Inferential Statistics   •  Characterizing Data Sets: –  Shape of Distribution –  Central Tendency (Mean, Median, Mode) –  Variation (Range, Standard Deviation, Variance) •  Dotplots / Histograms / Boxplots •  Normal Distribution	Projector   Minitab Laptop
08	Discrete Date	•  Defects versus Defective Items   •  Counting Defective Items / Parts per Million (PPM) •  Counting Number of Defects / Defining Opportunities •  Defects per Million Opportunities (DPMO) •  Defects per Unit (DPU) •  Rolled Throughput Yield (RTY) •  Process Capability Metrics	Projector   Minitab Laptop	Day 2   Afternoon 13:00 – 17:00
09	Data Collection Plan	•  What is Data? / Why is Data Collection Important?   •  Sampling Strategies / Strategy for Process Baselining •  Collecting Data Effectively/ Creating a Checklist •  Graphing the Data and Graphical Toolbox •  Pie Chart, Stacked Bar Chart, Pareto Diagram, Pareto Chart Interpretation, Time Series Analysis	Projector   Minitab Laptop
10	Advanced Measurement System Analysis MSA	•  Background and remind MSA   •  Gage R&R study / Gage linearity study •  Checking a measurement system for discrete data	Projector   Minitab Laptop
Measure Phase (cont’)   Process Capability EASY Sigma	11	Process Capability	•  What is Process Capability   •  Process Capability from Variable Data •  Estimating Percentage Beyond Specification Limits •  Cp, Cpk, Pp Ppk Indices •  Process Capability from Attribute Data	Projector   Minitab Laptop	Day 3   Morning 8:00 – 12:00
12	Measuring Process Behavior	•  Determining What to Measure / Extracting Knowledge from Data   •  Understanding Types of Variation •  Process Behavior Charts for Variable Data: –  I & mR Chart / X Bar and R Chart •  Process Behavior Charts for Attribute Data: –  p Chart / u Chart •  Interpreting Process Behavior Charts	Projector   Minitab Laptop
Measure Phase (cont’)	13	Pareto Analysis	•  What is a Pareto Diagram? / Constructing a Pareto Diagram   •  Interpreting a Pareto Diagram / Uses of Pareto Diagrams	Projector   Minitab Laptop	Day 3   Afternoon 13:00 – 15:00
14	Advanced Process Sigma Level	•  When evaluating current level (baseline) of how well the process meets customer care-about.   •  To quantify Improvement in the process performance
Analyze Phase   Analyze Overview Process Map C-E Diagram F D M FMEA	15	Process Maping	•  Why Do You Need Process Map?   •  Major Symbols Used for Process Map •  Visio for Cross Function Process Mapping •  Step for Process Mapping	Projector   Visio Ms Project	Day 3   Afternoon 13:00 – 17:00
16	5 Why	•  5 Why’s Analysis   –  Benefits of The 5 Whys; When Is 5 Whys Most Useful? •  Root Cause Identification Tool; Teamplate and Example	Projector   Visio A1 Flipchart	Day 4   Morning 8:00 – 12:00
17	Analyze C&E and C&E Matrix	•  Comparing the C & E Diagram and the C & E Matrix   •  What is a Cause and Effect Diagram? •  Conducting Cause and Effect Analysis Using the Diagram •  Constructing a Cause and Effect Matrix •  Verifying Causes / Evaluating KPIVs
18	Failure  Mod Effect Analyze FMEA	•  Risk Management Roadmap   •  Risk Treatment Planning •  What is FMEA? •   Objectives of FMEA in Lean Six Sigma •  When to use FMEA •  FMEA Steps / FMEA “Tips” •   FMEA Exercise	Laptop   Excel	Day 4   Afternoon 13:00 – 17:00
Analyze Phase (cont’)	19	Analyze of Correlation and Regression	•  What is a Correlation? / Scatter Diagram   •  The Correlation Coefficient, r •  Regression Analysis •  The Coefficient of Determination, R2 •  Adjusted R2 •  Overall Significance •  Why Use a Regression Equation?	Projector   Minitab Laptop	Day 5   Morning 8:00 – 12:00
20	Cause Verification	•  Why Verify Causes?   •   Methods for Verifying Causes •  Creating the Plan to Verify Causes / Probability Theory •  Types of Distribution, Normal Distribution, Binomial Distribution, Poisson Distribution •  Data World Used for Inferential Statistics, Statistical Interference •  Context for Inferential Statistics, Point and Interval Estimates, Central Limit Theorem, Interval Estimates	Projector   Minitab Laptop
Analyze Phase (cont’)   Estimation and Hypothesis Test Test of Mean Proportion Test Test for Equal Variances Nonparametric Test ANOVA Correlation & Regression Analysis	21	Hypothesis Testing	•  Hypothesis Testing (Step by step) / Parametric Tests   •  Anderson Darling Normality Test •  Equality of Variance Test / 2 Sample T-Test •  Paired T-Test / Test for Two Means •  Analysis of Variance (ANOVA) •  Non-Parametric Tests / Mann-Whitney Test •  Kruskal-Wallis Test/ Mood’s Median Test •  Categorical Data Analysis/ 2 Sample P-Test •  Chi-Square Test for Independence •  Correlation and Regression •  Coefficient of Correlation (Pearson’s R) •  Regression Modeling •  Updating of Project Storyboard (Analyze Phase) •  Presentation and Approval of Analyze Phase to Sponsors and Stakeholders	Projector   Minitab Laptop	Day 5   Afternoon 13:00 – 17:00

CiCC mapping with GB TO BB Training Schedule (2W)

Phase	#	Name	Topics	Tool	Time
Week 1 review	22	D-M-A Presentation	Warm-up activity   Review 1Week home work Project Team Presentation ( D-M-A phase)	Projector   Minitab Laptop	Day 6   Morning 8:00 – 12:00
Improve Phase   Improve Overview	23	Identified solution for Improvement	•  Counteract Causes / What is a Counteraction?   •  Brainstorming Counteractions / Evaluation Matrix	Projector   Ms Project	Day 6   Afternoon 13:00 – 15:00
Improve Phase (Cont’)   Alternatives Generation & Selection	24	Optimize Process Flow	•  “To Be” Process Map / Improve Phase Roadmap   •  Cost Reduction Principle/ Phases of Lean	Projector   Visio	Day 6   Afternoon 15:00 – 17:00
25	Lean Simulation and Lean game	•  Customer Demand/ Takt and Pitch Calculation, L/T   •  Buffer and Safety Resources •  Continuous Flow •  Just In Time and JIDOKA	Projector   Visio A1 Flipchart
26	Lean Tools	•  5S and Visual Management   •  Standardized Work (SOW) •  Kaizen and PDCA compare with DMAIC	Projector   Visio Excel	Day 7   Morning 8:00 – 12:00
•  Work Balancing, C/T, C/O   •  Leveling / Capacity Leveling •  Visual Management for Leveling / Kanban and FIFO	Projector   Visio Excel	Day 7 Afternoon 13:00 – 17:00
Improve Phase (Cont’)   Design of Experiments Overview Full Factorial Design DOE Practical Training	27	Design of Experiments (DOE)	•  Computer simulation   •  The factorial approach to designed experiments •  Designing a full factorial experiment: example •  Doing the experiment: example •  Analyzing an experiment: example •  Reducing experimental trials: The half- fraction and confounding •  Reducing experimental trials: Other fractional designs •  Planning and preparing for a designed experiment	Projector   Minitab Laptop	Day 8   Morning 8:00 – 12:00 Day 8 Afternoon 13:00 – 17:00
28	Updating of Project Storyboard	•  Checking of Effectiveness of the Actions Taken   •  Verification/Realization of the Benefits (before and after comparison) •  Updating of Project Storyboard (Improve Phase) •  Presentation and Approval of Improve Phase to Sponsors and Stakeholders	Projector   Minitab Laptop Ms Project
Control Phase   Control Overview SPC	29	Control Plan	•  What is a Control Plan?   •  Control Plan Strategy / What to Control? •  Identifying KPIVs / Why Use a Control Plan? •  Developing a Control Plan •  Choosing the Right Level of Control •  Components of a Control Plan •  Control Plan Worksheet	Projector   Ms Project	Day 9 Morning 8:00   – 12:00
Control Phase (Cont’)   Overview Control Chart for Variables Control Chart for Attributes Mistake Proofing	30	Advanced Control Charts	•  Variation and individual charts   •  Control charts for discrete data: p, np, c, and u charts •  Control charts for high-volume processes with subgroups: x-bar, r charts •  Control charts for detecting small shifts quickly: EWMA charts •  Using control charts	Projector   Minitab Laptop	Day 9 Afternoon 13:00 – 17:00
31	Standard-ization for Six Sigma	•  How to Control the Xs / What is Standardized Work?   •  What is a Standard? / Why Standards are Needed •  5S and Visual Controls / Sharing Best Practices	Projector   Laptop Excel
33	Error Proofing	•  What is Error Proofing? / Errors->Mistakes->Defects   •  Some Benefits of Error Proofing / Why use Error Proofing? •  The Quest for Zero Defects / Error Proofing Principles •  Common Causes of Errors / Mistakes •  Controlling Sources of Error •  Error Proofing Inspection Techniques •  Implementing Error Proofing	Projector   Laptop
33	TPM	•  Total Productive Maintenance   •  Some common types of maintenance •  Introduction to TPM and OEE •  Implementing TPM and what are the benefits? •  Preventive Maintenace: PM (MTTR and MRBF)	Projector   Laptop	Day 10 Morning 8:00 – 12:00
Review and Finish   Review FBB Test	34	Review and examination	•  Question and answer   •  Review Lean Six Sigma knowledge •  Review and Edit Team’s presentation •  FBB Test	Projector   Laptop	Day 10 Afternoon 13:00 – 17:00
Projects Presentation	•  Projects leader and Team present to management

Participant:

Green Belt, who are selected to become Black Belt Six Sigma

Program Cost:   Contact us for Quotation

Note: This cost is including Accommodation, Travel, Training material, Certificate.

Number of participant:

Arrange by customer, but to good maintain classes, number of participant should be not excess 25 people.

Introduction Consultant Profile:

MBB. PHAM THANH DIEU – LEAN6SIGMA, SCM, BSC, LeanERP CONSULTANT

Telephone: 098.

8000.

364, email: dieu.pham@cicc.com.vn, Master Black Belt and Lean6sigma group leader (Lean6sigma Vietnam Network) www.lean6sigma.vn , Owned forum, www.leansigmavn.com , Chairman and Director of Continuous Improvement Consulting JSC; www.cicc.com.vn .

With more than 15 years fulltime working, training and consulting in field of continuous improvement Lean, LeanTPM, Six Sigma, Lean6sigma, Supply Chain and Balance Scorecard and LeanERP system.

Besides he was a collaborator Lean6Sigma network bulletins, the magazine of Vietnam Supply Chain Insight, The Saigon Times, and numerous magazine and other online forums.

Some customer Dieu has been consulting and training for application and deployment Six Sigma, Lean, LeanTPM, Lean6sigma such as ANZ VN Bank, Bunge VN, YKK VN, HYOSUNG, KOTOBUKI VN, CS Wind VN, SPi Global, Posco VN, Spatronic VN, Kimberly Clark VN, Nitto Denko VN, Vinamilk, Trung Nguyen Coffee, Olam Café VN, Chantelle VN, Datalogic Scanning VN, Pepperl-fuchs VN, Rang Dong Plastic, Crucialteck Electronic, Thanh Nhon JSC, HUDA Beer, Vinh Khanh Cable-Plastic, Saigon Cable, Tan Tien Packaging, Kosvida, Van Nga Packaging, SOVI Packaging, Starprint VN, Vinh Long Food, and many other clients can refer www.cicc.com.vn for detail.

Professional capability:

Dieu has extensive experience in coaching, training & implementation Lean6Sigma and other continuous improvement tools.

Flexibility, enthusiasm and patience is the virtue of his to help organization introduce and promote better understanding of the theory and application Lean6Sigma and organizations enables to manage and operate an effective the production of their business.

He has very deep understanding of the principles Lean6Sigma and change management system from traditional manufacturing and services to Lean6Sigma production services.

He approached Lean, Six Sigma, Supply Chain, and Balance Scorecard from sitting in a chair at the school and pursued until now.

Dieu has practical experience working on large Lean6Sigma global company as: Mr.

Dieu worked at Samsung Electronics Corporation in 2002 – 2004, the company specializes in electrical and electronic products owner by Korea have successfully applied the Six Sigma management system since 1997, at that time Mr.

Dieu has responsible for improving the full time in Six Sigma department, he has completed the program Green Belt and Black Belt at Samsung.

In 2004-2005 he joined the group’s fourth-largest wholesaler Metro Cash & Carry, he was responsible for the assessment and selection of suppliers and ensure quality of goods imported into the Metro Store for non-food products bearing its own brand of Metro, and he has completed courses in Supply Chain Systems here and some soft skill else.

From 2005 – 2007 he joined the Johnson Control Corporation, is a rich and powerful corporations in the Top 100 U.S.

entrepreneurs are specialized inside, interior systems and batteries for cars, in this time Mr.

Dieu is the head of continuous improvement department, is responsible for establishing and maintaining system improvement through the introduction and implementation of Lean6Sigma, he has completed extensive training courses on application deployment Lean6Sigma in Malaysia, completion Study Master Black Belt.

From 2007 – 2009 he spent so much time to research the application of continuous improvement in Viet Nam enterprise with Lean6Sigma during the time he worked for FPT corporation, where he was responsible for research and introducing Lean6Sigma for the whole group, formulate strategies and implement plans Lean6Sigma, recruitment, training and advice to member companies in the group, building structure and standards to guide improvements continue.

From 2009 – 2010 he joined in Government Organization is Quality and Testing Center 3, he is Head of Lean6sigma Department.

Up to now, Dieu and other consultants established and build up the Continuous Improvement Consult Joint Stock Company (www.cicc.com.vn ), he is a Chairman and Deputy Director.

His Company becomes a partnership with Hirayama Japan, American Society for Quality (ASQ-AUTO), Robinson Consulting Group (USA), URS (Korea) Micon Thailand, Lean6sigma Vietnam Network, and Supply Chain Insight.

Tìm kiếm

Tìm kiếm

🔗 Mở rộng: Khóa học Lean Six Sigma tại leansigmavn.com — nguồn kiến thức bổ sung từ hệ sinh thái CiCC.

black belt — áp dụng đúng phương pháp black belt sẽ mang lại hiệu quả vượt trội cho doanh nghiệp. Liên hệ CiCC để được tư vấn chi tiết về black belt.

black belt — áp dụng đúng phương pháp black belt sẽ mang lại hiệu quả vượt trội cho doanh nghiệp. Liên hệ CiCC để được tư vấn chi tiết về black belt.

black belt — áp dụng đúng phương pháp black belt sẽ mang lại hiệu quả vượt trội cho doanh nghiệp. Liên hệ CiCC để được tư vấn chi tiết về black belt.

Checklist năng lực Lean Six Sigma Black Belt

• Lean Six Sigma Black Belt xác định vấn đề.
• Lean Six Sigma Black Belt viết charter.
• Lean Six Sigma Black Belt làm rõ CTQ.
• Lean Six Sigma Black Belt thiết kế kế hoạch đo.
• Lean Six Sigma Black Belt kiểm tra dữ liệu.
• Lean Six Sigma Black Belt phân tích nguyên nhân.
• Lean Six Sigma Black Belt chọn giải pháp.
• Lean Six Sigma Black Belt quản trị thử nghiệm.
• Lean Six Sigma Black Belt coaching đội nhóm.
• Lean Six Sigma Black Belt review sponsor.
• Lean Six Sigma Black Belt quản trị rủi ro.
• Lean Six Sigma Black Belt giữ phạm vi.
• Lean Six Sigma Black Belt theo dõi lợi ích.
• Lean Six Sigma Black Belt xây control plan.
• Lean Six Sigma Black Belt chuẩn hóa kết quả.
• Lean Six Sigma Black Belt bàn giao process owner.
• Lean Six Sigma Black Belt trình bày bằng chứng.
• Lean Six Sigma Black Belt dẫn dắt DMAIC.
• Lean Six Sigma Black Belt dùng công cụ Lean.
• Lean Six Sigma Black Belt hiểu biến thiên.
• Lean Six Sigma Black Belt xác nhận baseline.
• Lean Six Sigma Black Belt đánh giá tác động.
• Lean Six Sigma Black Belt điều phối stakeholder.
• Lean Six Sigma Black Belt giải quyết xung đột.
• Lean Six Sigma Black Belt tạo nhịp review.
• Lean Six Sigma Black Belt duy trì cải tiến.
• Lean Six Sigma Black Belt nhân rộng bài học.
• Lean Six Sigma Black Belt phát triển năng lực.
• Lean Six Sigma Black Belt bảo vệ tính chính trực dữ liệu.
• Lean Six Sigma Black Belt kết nối chiến lược.

Xem danh mục khóa học CiCC và liên hệ CiCC để khảo sát nhu cầu Black Belt. Tham khảo tổng quan Six Sigma từ ASQ.