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Oct 17 - Nov 15
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Oct 18 - Nov 03
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Nov 15 - Dec 01
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    26
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Dec

  • Tue
    01
 
Time
18:30 - 22:30
 
Location
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Price
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Key Features

  • 21 Hrs of High Quality e-Learning content
  • 6 Chapter-end Quizzes
  • 3 Lean Six Sigma Black Belt Simulation Exams
  • 30 PDUs Offered
  • Downloadable e-book
  • Course Completion Certificate
  • 40 hours of Instructor led Training
  • 100% Money Back Guaranteed
  • 21 Hrs of High Quality e-Learning content
  • Free 90 Days e-Learning Included
  • 6 Chapter-end Quizzes
  • 3 Lean Six Sigma Black Belt Simulation Exams
  • 45 PDUs Offered
  • FREE Toolkit
  • Industry Expert and certified Trainers
  • Tips and Techniques to clear Lean Six Sigma Black Belt Certification
  • Course Completion Certificate
  • LSSBB Exam Fee Included
  • 21 Hrs of High Quality e-Learning content
  • 6 Chapter-end Quizzes
  • 3 Lean Six Sigma Black Belt Simulation Exams
  • 30 PDUs Offered
  • Downloadable e-book
  • Course Completion Certificate
  • IASSC Exam Fee not included
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About Course

Course Preview

    • Section 00 - Six Sigma Black Belt 16:2
      • 0.1 Welcome 1:9
      • 0.2 Six Sigma Black Belt 1:32
      • 0.3 Agenda 1:48
      • 0.4 What is SSBB 2:43
      • 0.5 Accreditation Institute 2:18
      • 0.6 Target Audience 1:48
      • 0.7 SSBB Exam Format 1:56
      • 0.8 Simplilearn LSSBB Course Offer 2:12
      • 0.9 Thank You 1:5
    • Section 01 - Overview 236:30
      • 1.1 Welcome 1:8
      • 1.2 Overview 1:26
      • 1.3 Agenda 2:19
      • 1.4 Lesson 1 About LSSBB 1:15
      • 1.5 Agenda 1:32
      • 1.6 What is Six Sigma 3:2
      • 1.7 Six Sigma Roles and Responsibilities 3:44
      • 1.8 About SSBB 2:54
      • 1.9 LSSBB Roles and Responsibilities 3:37
      • 1.10 Summary 1:55
      • 1.11 Lesson 2 Organizational Roadblocks 1:29
      • 1.12 Agenda 1:38
      • 1.13 Traditional Organization versus Customer Driven Organization 2:36
      • 1.14 Types of Organizational Roadblocks 2:21
      • 1.15 Types of Organizational Roadblocks(Contd.) 2:24
      • 1.16 Types of Organizational Roadblocks(Contd.) 2:11
      • 1.17 Types of Organizational Roadblocks(Contd.) 2:7
      • 1.18 Types of Organizational Roadblocks(Contd.) 1:59
      • 1.19 Types of Organizational Roadblocks(Contd.) 2:14
      • 1.20 Types of Organizational Roadblocks(Contd.) 2:34
      • 1.21 Change Resistance Curve 1:51
      • 1.22 Change Resistance Curve(Contd.) 2:38
      • 1.23 Change Resistance Curve(Contd.) 2:25
      • 1.24 Common Resistance Points 1:56
      • 1.25 Common Resistance Points(Contd.) 2:0
      • 1.26 Overcoming Resistance Points 2:6
      • 1.27 Force Field Analysis 1:47
      • 1.28 Force Field Analysis(Contd.) 2:13
      • 1.29 Force Field Analysis(Contd.) 2:14
      • 1.30 Force Field Analysis(Contd.) 1:55
      • 1.31 Summary 2:12
      • 1.32 Lesson 3 Role of Communication and Selection Criteria in Black Belt 1:10
      • 1.33 Agenda 1:38
      • 1.34 Black Belt Role Summary 2:5
      • 1.35 Black Belt Communication Expectations 2:51
      • 1.36 Black Belt Selection Criteria 2:5
      • 1.37 Summary 1:32
      • 1.38 Lesson 4 Overview of Continuous Improvement 1:7
      • 1.39 Agenda 1:29
      • 1.40 Continual Improvement Process 2:25
      • 1.41 Continuous versus Continual Improvement 2:20
      • 1.42 Kaizen Continual Improvement 3:23
      • 1.43 Kaizen Continual Improvement(Contd.) 3:15
      • 1.44 Summary 1:27
      • 1.45 Lesson 5 Lean An Overview 1:26
      • 1.46 Agenda 1:24
      • 1.47 What is Lean 1:46
      • 1.48 History of Lean 2:18
      • 1.49 Principles of Lean 2:19
      • 1.50 Key Benefits of Implementing Lean 2:52
      • 1.51 Key Benefits of Implementing Lean(Contd.) 1:49
      • 1.52 Why Lean before Six Sigma 2:43
      • 1.53 Summary 1:39
      • 1.54 Lesson 6 Lean Concepts Explained 1:26
      • 1.55 Agenda 1:39
      • 1.56 Warusa Kagen 2:7
      • 1.57 Warusa Kagen(Contd.) 1:51
      • 1.58 3Ms 1:59
      • 1.59 8 Types of Waste (TIMWOODS) 3:33
      • 1.60 Mottainai 2:6
      • 1.61 Hoshin Kanri 1:45
      • 1.62 Hoshin Kanri(Contd.) 1:58
      • 1.63 Hoshin Kanri(Contd.) 4:14
      • 1.64 Takt Time 2:2
      • 1.65 Takt Time(Contd.) 2:39
      • 1.66 Cycle Time 2:48
      • 1.67 Lead Time 2:31
      • 1.68 Lead Time Assignment 1:40
      • 1.69 Lead Time Assignment(Contd.) 2:32
      • 1.70 Production Cycle Efficiency 2:19
      • 1.71 Batch Size 2:5
      • 1.72 Every Part Every Interval(EPEI) 1:30
      • 1.73 EPEI(Contd.) 2:52
      • 1.74 EPEI(Contd.) 2:11
      • 1.75 EPEI Calculation Spreadsheet 1:16
      • 1.76 Batch Size Assignment 2:25
      • 1.77 Batch Size Assignment(Contd.) 2:19
      • 1.78 Batch Size Assignment(Contd.) 1:57
      • 1.79 Batch Size Assignment(Contd.) 2:21
      • 1.80 Batch Size Assignment(Contd.) 1:52
      • 1.81 Crew Size 1:54
      • 1.82 Crew Size Assignment 2:4
      • 1.83 Crew Size Assignment(Contd.) 2:6
      • 1.84 Crew Size Assignment(Contd) 2:12
      • 1.85 Standardized Working Progress(SWIP) 2:26
      • 1.86 Summary 2:12
      • 1.87 Lesson 7 Lean Tools Explained 1:20
      • 1.88 Agenda 1:19
      • 1.89 5S 1:58
      • 1.90 5S(Contd.) 1:59
      • 1.91 5S Audit Worksheet 1:16
      • 1.92 SMED 2:58
      • 1.93 SMED(Contd.) 2:23
      • 1.94 Heijunka 2:26
      • 1.95 Heijunka An Example 2:9
      • 1.96 Genchi Genbutsu 2:37
      • 1.97 Value Stream Mapping(VSM) 2:26
      • 1.98 VSM Symbols 1:24
      • 1.99 Value Stream Mapping(Contd.) 1:56
      • 1.100 Value Stream Mapping(Contd.) 4:11
      • 1.101 Summary 1:42
      • 1.102 Quiz 0:0
      • 1.103 Thank You 1:5
    • Section 02 - DFSS, Pre-define and Define (DMAIC) 175:10
      • 2.1 Welcome 1:7
      • 2.2 Agenda 1:44
      • 2.3 DFSS Pre Define and Define(DMAIC) 1:12
      • 2.4 DFSS Design for Six Sigma and DMAIC versus DFSS 1:18
      • 2.5 Agenda 1:52
      • 2.6 Agenda(Contd.) 1:36
      • 2.7 Design for Six Sigma(DFSS) 2:47
      • 2.8 DFSS Approach to Problem Solving 2:12
      • 2.9 DMAIC Approach to Problem Solving 2:9
      • 2.10 DMAIC versus DFSS 2:27
      • 2.11 DFSS Tools 1:51
      • 2.12 Toll Gate Review 1:57
      • 2.13 Benchmarking 2:15
      • 2.14 MSA 2:36
      • 2.15 VOC 2:27
      • 2.16 Needs Vs Requirements 3:17
      • 2.17 KJ Diagram 2:12
      • 2.18 Quality Function Deployment(QFD) 2:14
      • 2.19 Kano Model 3:34
      • 2.20 Kano Model(Contd.) 1:59
      • 2.21 Kano Model(Contd.) 2:42
      • 2.22 HOQ 2:2
      • 2.23 HOQ(Contd.) 2:20
      • 2.24 HOQ(Contd.) 1:14
      • 2.25 AHP 2:52
      • 2.26 AHP(Contd.) 2:3
      • 2.27 Pugh Matrix for Concept Selection 2:22
      • 2.28 Pugh Matrix for Concept Selection(Contd.) 1:52
      • 2.29 Sample Pugh Matrix 3:36
      • 2.30 Monte Carlo Simulation 2:13
      • 2.31 Design for X 2:4
      • 2.32 Summary 1:57
      • 2.33 Lesson 2 Pre Define Activities 1:12
      • 2.34 Agenda 2:8
      • 2.35 Prerequisites of a Six Sigma Project 2:14
      • 2.36 Qualifications of a Six Sigma Project 2:7
      • 2.37 Cornerstones of a Six Sigma Project 2:22
      • 2.38 Six Sigma Deployment Cycle Plan 2:49
      • 2.39 10 Point Ongoing Project Evaluation 2:7
      • 2.40 Project Prioritization Matrix 2:2
      • 2.41 Project Prioritization Matrix(Contd.) 2:31
      • 2.42 Enterprise Wide versus LOB View 2:10
      • 2.43 Enterprise Wide Roles and Responsibilities 2:23
      • 2.44 NPV(Net Present Value) 3:7
      • 2.45 Internal Rate of Return(IRR) 2:6
      • 2.46 NPV and IRR An Example 0:0
      • 2.47 NPV and IRR An Example(Contd.) 2:40
      • 2.48 Summary 1:56
      • 2.49 Lesson 3 Define 1:12
      • 2.50 Agenda 2:41
      • 2.51 Define Key Objectives 1:49
      • 2.52 Voice of Customer 2:5
      • 2.53 Voice of Business 1:55
      • 2.54 Voice of Process 1:56
      • 2.55 VOC VOB and VOP 2:2
      • 2.56 Kano Model 2:9
      • 2.57 Assignment 1:59
      • 2.58 Translation to Project Y 1:57
      • 2.59 Quality Function Deployment 2:25
      • 2.60 Quality Function Deployment(Contd.) 1:57
      • 2.61 Quality Function Deployment An Example 1:36
      • 2.62 Process Map 1:53
      • 2.63 Y Baseline Performance 2:10
      • 2.64 Y Baseline Performance(Contd.) 2:14
      • 2.65 SIPOC 1:58
      • 2.66 Project Charter 2:25
      • 2.67 The Problem Statement and the Goal Statement 2:26
      • 2.68 RACI Matrix 1:49
      • 2.69 Business Metrics 2:16
      • 2.70 Business Metrics(Contd.) 2:20
      • 2.71 Project Deliverables 2:25
      • 2.72 Project Scheduling 2:6
      • 2.73 Team Selection 2:8
      • 2.74 Define Roles and Responsibilities 2:6
      • 2.75 Define Tools Summary 1:29
      • 2.76 Lesson 3 Summary 2:37
      • 2.77 Quiz 0:0
      • 2.78 Thank You 1:3
    • Section 03 - Measure 241:20
      • 3.1 Measure 1:11
      • 3.2 Introduction to MEASURE 1:22
      • 3.3 Agenda 2:0
      • 3.4 Pre Measure Considerations and Tools 1:20
      • 3.5 Agenda 1:13
      • 3.6 Define Phase Toll Gate Review 2:8
      • 3.7 DFMEA 2:14
      • 3.8 DFMEA(Contd.) 1:52
      • 3.9 DFMEA(Contd.) 1:20
      • 3.10 DFMEA(Contd.) 1:20
      • 3.11 DFMEA(Contd.) 2:19
      • 3.12 Cause and Effect Matrix(CE Matrix) 2:2
      • 3.13 Cause and Effect Matrix(Contd.) 1:57
      • 3.14 Cause and Effect Matrix(CE Matrix)(Contd.) 1:33
      • 3.15 Cause and Effect Matrix(CE Matrix)(Contd.) 1:30
      • 3.16 Cause and Effect Matrix(CE Matrix)(Contd.) 1:36
      • 3.17 Cause and Effect Matrix(Contd.) 1:22
      • 3.18 Summary 1:19
      • 3.19 Types of Data and Measurement Scales 1:14
      • 3.20 Agenda 1:20
      • 3.21 Objectives of Measure Phase 2:8
      • 3.22 What is a Process 1:55
      • 3.23 Flowcharts 2:41
      • 3.24 SIPOC 2:1
      • 3.25 SIPOC(Contd.) 2:20
      • 3.26 SIPOC(Contd.) 1:16
      • 3.27 Metrics 1:55
      • 3.28 Measurement Scales 1:0
      • 3.29 Measurement Scales(Contd.) 1:42
      • 3.30 Measurement Scales(Contd.) 1:0
      • 3.31 Types of Data 2:4
      • 3.32 Types of Data(Contd.) 2:1
      • 3.33 Summary 1:24
      • 3.34 Central Tendency and Dispersion 1:15
      • 3.35 Agenda 1:34
      • 3.36 Central Tendency and Dispersion Introduction 1:57
      • 3.37 Mean 1:33
      • 3.38 Mean(Contd.) 2:16
      • 3.39 Median 1:49
      • 3.40 Mode 2:11
      • 3.41 Range 2:22
      • 3.42 Variance 2:1
      • 3.43 Standard Deviation 1:53
      • 3.44 Mean Deviation 1:43
      • 3.45 Summary 1:25
      • 3.46 Measurement System Analysis 1:19
      • 3.47 Agenda 1:53
      • 3.48 Purpose of Measurement System Analysis 1:49
      • 3.49 Measurement System Errors 1:59
      • 3.50 Measurement System Errors(Contd.) 1:24
      • 3.51 Measurement System Errors(Contd.) 1:57
      • 3.52 Properties of Good Measurement Systems 2:7
      • 3.53 Measurement System Errors Illustrated 2:6
      • 3.54 Measurement System Discrimination 1:32
      • 3.55 Bias 1:40
      • 3.56 Bias(Contd.) 2:29
      • 3.57 Measurement System Analysis Process Flow 1:46
      • 3.58 Part Variation 1:49
      • 3.59 Measurement System Analysis Formulas 2:20
      • 3.60 Measurement Systems Analysis Example 1:0
      • 3.61 Measurement Systems Analysis Example(Contd.) 1:7
      • 3.62 Measurement Systems Analysis Graphs 1:34
      • 3.63 Measurement Systems Analysis Graphs(Contd.) 1:26
      • 3.64 Measurement Systems Analysis Graphs(Contd.) 1:56
      • 3.65 Assignment 1:53
      • 3.66 Attribute RR 1:57
      • 3.67 Attribute RR(Contd.) 1:46
      • 3.68 Attribute RR(Contd.) 1:13
      • 3.69 Attribute RR(Contd.) 2:8
      • 3.70 Attribute RR(Contd.) 1:36
      • 3.71 Attribute RR(Contd.) 1:35
      • 3.72 Attribute RR(Contd.) 1:49
      • 3.73 Attribute RR(Contd.) 1:23
      • 3.74 Attribute RR(Contd.) 1:27
      • 3.75 Attribute RR(Contd.) 2:13
      • 3.76 When to Do Measurement System Analysis 1:33
      • 3.77 Data Collection Plan 2:17
      • 3.78 Data Collection Plan Template and Example 1:41
      • 3.79 Summary 1:39
      • 3.80 Stability Conditions 1:15
      • 3.81 Agenda 1:36
      • 3.82 Controlled Process and Variation 1:37
      • 3.83 Special Causes of Variation 2:10
      • 3.84 Common Causes of Variation 2:18
      • 3.85 Common Causes of Variation(Contd.) 2:10
      • 3.86 Stability Introduction and SPC 2:52
      • 3.87 Stability Check with Minitab 1:27
      • 3.88 Stability Check with Minitab(Contd.) 2:22
      • 3.89 Stability Check with Minitab(Contd.) 1:57
      • 3.90 Stability Check with Minitab(Contd.) 1:40
      • 3.91 Stability Check using Run Charts 1:34
      • 3.92 Stability Conditions 1:55
      • 3.93 Central Limit Theorem 1:56
      • 3.94 Summary 1:34
      • 3.95 Capability Metrics 1:16
      • 3.96 Agenda 1:18
      • 3.97 Process Capability Pre Considerations 2:38
      • 3.98 Process Capability Pre Considerations(Contd.) 1:55
      • 3.99 Process Capability Pre Considerations(Contd.) 1:58
      • 3.100 Process Capability Pre Considerations(Contd.) 2:1
      • 3.101 Process Capability Pre Considerations(Contd.) 1:59
      • 3.102 Process Capability Pre Considerations(Contd.) 1:7
      • 3.103 Process Capability Pre Considerations(Contd.) 0:0
      • 3.104 Process Capability Pre Considerations(Contd.) 0:0
      • 3.105 Process Capability Pre Considerations(Contd.) 1:43
      • 3.106 Process Capability Indices for Continuous Data 1:51
      • 3.107 Process Capability Indices for Continuous Data(Contd.) 2:12
      • 3.108 Process Capability Indices for Continuous Data(Contd.) 1:45
      • 3.109 Process Capability Indices Interpretation 1:47
      • 3.110 Process Capability for Discrete Data 1:59
      • 3.111 Process Capability for Discrete Data(Contd.) 1:22
      • 3.112 Process Capability for Discrete Data(Contd.) 1:14
      • 3.113 Non Normal Capability Analysis 1:0
      • 3.114 Non Normal Capability Analysis(Contd.) 1:32
      • 3.115 Non Normal Capability Analysis(Contd.) 1:29
      • 3.116 Non Normal Capability Analysis(Contd.) 1:36
      • 3.117 Non Normal Capability Analysis(Contd.) 2:46
      • 3.118 Non Normal Capability Analysis(Contd.) 1:0
      • 3.119 Assignment 2:2
      • 3.120 Summary 1:43
      • 3.121 Variations Variability Capability and Process Conditions 1:18
      • 3.122 Agenda 1:11
      • 3.123 Variations and Variability 2:31
      • 3.124 Variations and Variability(Contd.) 0:0
      • 3.125 Variations and Variability(Contd.) 1:54
      • 3.126 Capability and Process Conditions 2:3
      • 3.127 Summary 1:10
      • 3.128 Data Distributions 1:13
      • 3.129 Agenda 1:33
      • 3.130 Permutations and Combinations 2:19
      • 3.131 Permutations and Combinations(Contd.) 2:5
      • 3.132 Frequency and Cumulative Distributions 1:56
      • 3.133 Binomial Distribution 1:55
      • 3.134 Binomial Distribution(Contd.) 2:29
      • 3.135 Binomial Distribution(Contd.) 1:35
      • 3.136 Binomial Distribution(Contd.) 1:40
      • 3.137 Poisson Distribution 2:22
      • 3.138 Poisson Distribution(Contd.) 1:54
      • 3.139 Poisson Distribution(Contd.) 2:3
      • 3.140 Normal Distribution 1:49
      • 3.141 Normal Distribution(Contd.) 1:58
      • 3.142 Exponential Distribution 1:41
      • 3.143 Exponential Distribution 2:13
      • 3.144 Summary 1:23
      • 3.145 Sigma Shift Mean Shift and Reducing Variations 1:8
      • 3.146 Agenda 1:12
      • 3.147 Sigma Shift 1:0
      • 3.148 Mean Shift or Reducing Variations 2:19
      • 3.149 Mean Shift or Reducing Variations(Contd.) 1:48
      • 3.150 Baseline Data 1:28
      • 3.151 Summary 1:11
      • 3.152 Measure Phase Summary 1:49
      • 3.153 Measure Activity Summary 1:34
      • 3.154 Measure Tools Summary 1:46
      • 3.155 Quiz 0:0
      • 3.156 Thank You 1:3
    • Section 04 - Analyze 235:34
      • 4.1 Welcome 1:11
      • 4.2 Analyze 1:19
      • 4.3 Agenda 2:59
      • 4.4 Lesson 1 Pre Analyze Considerations 1:16
      • 4.5 Agenda 1:28
      • 4.6 Analyze Phase Introduction 1:18
      • 4.7 Pre Analyze Considerations 2:4
      • 4.8 Pre Analyze Considerations(Contd.) 1:39
      • 4.9 Objectives of Analyze 1:55
      • 4.10 Visually Displaying Data 2:58
      • 4.11 Summary 1:34
      • 4.12 Lesson 2 Value Stream Analysis 1:18
      • 4.13 Agenda 1:26
      • 4.14 Value Waste and NVA Activities 2:14
      • 4.15 What is a Value Stream 2:25
      • 4.16 Value Stream Example 2:9
      • 4.17 Value Stream Analysis Muda 2:8
      • 4.18 Value Stream Analysis Muda(Contd.) 2:31
      • 4.19 Value Stream Map 1:16
      • 4.20 Value Stream Map(Contd.) 2:18
      • 4.21 Spaghetti Charts 2:21
      • 4.22 Spaghetti Chart As Is 1:21
      • 4.23 Spaghetti Chart Should Be 1:27
      • 4.24 Spaghetti Charts(Contd.) 1:32
      • 4.25 Summary 1:17
      • 4.26 Lesson 3 Sources of Variation 1:7
      • 4.27 Agenda 1:27
      • 4.28 Sources of Variation 3:1
      • 4.29 Sources of Variation(Contd.) 2:5
      • 4.30 Cause and Effect Diagram 2:23
      • 4.31 Cause and Effect Diagram(Contd.) 1:31
      • 4.32 Cause and Effect Diagram(Contd.) 1:49
      • 4.33 Cause and Effect Diagram(Contd.) 1:14
      • 4.34 Affinity Diagram 2:35
      • 4.35 Box Plot 2:16
      • 4.36 Box Plot(Contd.) 1:17
      • 4.37 Box Plot(Contd.) 1:28
      • 4.38 Box Plot(Contd.) 2:9
      • 4.39 Box Plot(Contd.) 1:21
      • 4.40 Summary 1:24
      • 4.41 Lesson 4 Regression 1:15
      • 4.42 Agenda 1:31
      • 4.43 Objectives of Regression Analysis 2:5
      • 4.44 Concepts of Regression Analysis 2:17
      • 4.45 Concepts of Regression Analysis(Contd.) 2:17
      • 4.46 Simple Linear Regression 2:14
      • 4.47 Simple Linear Regression(Contd.) 1:25
      • 4.48 Simple Linear Regression(Contd.) 2:48
      • 4.49 Simple Linear Regression(Contd.) 1:53
      • 4.50 Simple Linear Regression(Contd.) 1:31
      • 4.51 Simple Linear Regression(Contd.) 2:13
      • 4.52 Multiple Linear Regression 2:5
      • 4.53 Multiple Linear Regression(Contd.) 1:22
      • 4.54 Multiple Linear Regression(Contd.) 2:53
      • 4.55 Multiple Linear Regression(Contd.) 3:5
      • 4.56 Multiple Linear Regression(Contd.) 1:30
      • 4.57 Multiple Linear Regression(Contd.) 2:41
      • 4.58 Multiple Linear Regression(Contd.) 1:50
      • 4.59 Multiple Linear Regression(Contd.).mp4 2:16
      • 4.60 Multiple Linear Regression(Contd.) 1:52
      • 4.61 Best Subsets Regression and Stepwise Regression 2:3
      • 4.62 Summary 1:26
      • 4.63 Lesson 5 Confidence Intervals 1:12
      • 4.64 Agenda 1:40
      • 4.65 Concepts of Confidence Intervals and Confidence Intervals Testing 2:16
      • 4.66 Concepts of Confidence Intervals and Confidence Intervals Testing(Contd.) 1:46
      • 4.67 Concepts of Confidence Intervals and Confidence Intervals Testing(Contd.) 2:11
      • 4.68 Concepts of Confidence Intervals and Confidence Intervals Testing(Contd.) 1:54
      • 4.69 Confidence Intervals for Difference between Two Means 1:44
      • 4.70 Confidence Intervals Working 2:33
      • 4.71 Confidence Intervals Working(Contd.) 2:26
      • 4.72 Confidence Intervals Impactors 2:14
      • 4.73 Chi Square Confidence Intervals for Variances 1:33
      • 4.74 Chi-Square Confidence Intervals for Variances(Contd.) 1:0
      • 4.75 Z Confidence Intervals for Proportions 2:2
      • 4.76 Chi Square and Probability 2:7
      • 4.77 T Distribution Confidence Intervals 2:12
      • 4.78 Summary 1:30
      • 4.79 Lesson 5 Parametric Hypothesis Testing 1:16
      • 4.80 Agenda 1:42
      • 4.81 Agenda(Contd.) 1:31
      • 4.82 Hypothesis Testing Objective 1:55
      • 4.83 Hypothesis Testing Concepts 1:35
      • 4.84 Null and Alternate Hypothesis 1:56
      • 4.85 Type 1 Error 2:7
      • 4.86 Type II Error 2:10
      • 4.87 Significance Level (α) 1:56
      • 4.88 Significance Level (α) (Contd.) 1:52
      • 4.89 Type II Error (Contd.) 2:2
      • 4.90 β and Power 1:58
      • 4.91 P Value, and Acceptance and Rejection Conditions 1:52
      • 4.92 Sample Size Determination for Tests 1:54
      • 4.93 1 Sample z Test 1:55
      • 4.94 1 Sample z Test(Contd.) 1:48
      • 4.95 1 Sample z Test(Contd.) 1:52
      • 4.96 2 Sample z test 1:54
      • 4.97 f Test of Equality of Variances 1:47
      • 4.98 1 Sample t Test 1:53
      • 4.99 1 Sample t Test(Contd.) 1:32
      • 4.100 2 Sample t Test 2:3
      • 4.101 2 Sample t Test 1:30
      • 4.102 2 Sample t Test 1:56
      • 4.103 Paired t Test 1:37
      • 4.104 Paired t Test(Contd.) 1:7
      • 4.105 Paired t Test Interpretation 1:57
      • 4.106 Paired t Test(Contd.) 1:28
      • 4.107 Paired t Test(Contd.) 1:42
      • 4.108 ANOVA 1:49
      • 4.109 One Way ANOVA 1:35
      • 4.110 Two Way ANOVA with Replication 1:44
      • 4.111 Two Way ANOVA with Replication(Contd.) 1:23
      • 4.112 Two Way ANOVA with Replication(Contd.) 1:11
      • 4.113 Two Way ANOVA with Replication(Contd.) 2:6
      • 4.114 Summary 1:53
      • 4.115 Lesson 7 Nonparametric Hypothesis Testing 1:16
      • 4.116 Agenda 1:32
      • 4.117 Nonparametric Testing Conditions 3:3
      • 4.118 Mann Whitney Test 1:51
      • 4.119 Mann Whitney Test(Contd.) 1:58
      • 4.120 1 Sample Sign 1:53
      • 4.121 Wilcoxon Sign Rank Test 2:8
      • 4.122 Kruskal Wallis 2:10
      • 4.123 Mood’s Median 2:26
      • 4.124 Friedman ANOVA 1:57
      • 4.125 Friedman ANOVA(Contd.) 1:53
      • 4.126 Summary 2:10
      • 4.127 Lesson 8 Analyze Additionals Categorical Data and Current Reality Tree 1:20
      • 4.128 Agenda 1:19
      • 4.129 Categorical Data Analysis 1:47
      • 4.130 Categorical Data Analysis(Contd.) 1:36
      • 4.131 Categorical Data Analysis(Contd.) 2:5
      • 4.132 Categorical Data Analysis(Contd.) 1:48
      • 4.133 Current Reality Tree 1:55
      • 4.134 Current Reality Tree(Contd.) 1:13
      • 4.135 Summary 1:31
      • 4.136 Activity Summary Analyze 1:49
      • 4.137 Tools Summary Analyze 1:40
      • 4.138 Quiz 0:0
      • 4.139 Thank You 1:6
    • Section 05 - Improve 233:42
      • 5.1 Welcome 1:7
      • 5.2 Section V Improve 1:30
      • 5.3 Agenda 1:35
      • 5.4 Section V Lesson 1 1:13
      • 5.5 Agenda 1:46
      • 5.6 Pre Improve Considerations 2:1
      • 5.7 Model Adequacy Checking 1:56
      • 5.8 Model Adequacy Checking(Contd.) 2:18
      • 5.9 Model Adequacy Checking(Contd.) 1:52
      • 5.10 Multi Vari Charts 1:0
      • 5.11 7M Tools 3:11
      • 5.12 Activity Network Diagram 2:19
      • 5.13 Point and Interval Estimation 2:7
      • 5.14 Porter s Five Forces 1:55
      • 5.15 Porter s Five Forces (Contd.) 2:43
      • 5.16 Pugh Analysis 2:20
      • 5.17 Lean 5S 2:46
      • 5.18 Summary 1:29
      • 5.19 Section V Lesson 2 Design of Experiments Theory 1:10
      • 5.20 Agenda 1:27
      • 5.21 Introduction to DOE 2:8
      • 5.22 Introduction to DOE(Contd.) 1:56
      • 5.23 Introduction to DOE(Contd.) 1:47
      • 5.24 Introduction to DOE(Contd.) 2:32
      • 5.25 Introduction to DOE(Contd.) 1:52
      • 5.26 Introduction to DOE(Contd.) 2:15
      • 5.27 Types of Designed Experiments 2:18
      • 5.28 Main and Interaction Effects 1:59
      • 5.29 Main and Interaction Effects(Contd.) 1:39
      • 5.30 Main and Interaction Effects(Contd.) 1:51
      • 5.31 Main and Interaction Effects(Contd.) 2:7
      • 5.32 Replication 1:50
      • 5.33 Randomization 1:0
      • 5.34 Blocking 2:4
      • 5.35 Confounding 1:31
      • 5.36 Coding and other DOE Terms 2:23
      • 5.37 Sum of Squares Analysis 1:49
      • 5.38 Sum of Squares Analysis(Contd.) 1:44
      • 5.39 Sum of Squares Analysis(Contd.) 2:31
      • 5.40 Sum of Squares Analysis(Contd.) 2:11
      • 5.41 Sum of Squares Analysis(Contd.) 2:19
      • 5.42 Sum of Squares Analysis(Contd.) 1:31
      • 5.43 Sum of Squares Analysis(Contd.) 1:17
      • 5.44 Summary 1:44
      • 5.45 Section V Lesson 3 Design of Experiments Practice 1:32
      • 5.46 Agenda 1:47
      • 5.47 Introduction to 2 Factor Factorial Design 1:51
      • 5.48 Introduction to 2 Factor Factorial Design(Contd.) 1:54
      • 5.49 Introduction to 2 Factor Factorial Design(Contd.) 1:38
      • 5.50 2² Design 1:52
      • 5.51 2² Design(Contd.) 1:34
      • 5.52 2² Design(Contd.) 2:15
      • 5.53 2² Design(Contd.) 1:36
      • 5.54 2² Design(Contd.) 1:49
      • 5.55 2² Design(Contd.) 1:53
      • 5.56 2² Design(Contd.) 1:37
      • 5.57 2² Design(Contd.) 1:33
      • 5.58 2² Design(Contd.) 1:42
      • 5.59 2² Design(Contd.) 1:41
      • 5.60 2² Design(Contd.) 1:25
      • 5.61 2² Design(Contd.) 1:32
      • 5.62 2² Design(Contd.) 1:19
      • 5.63 2² Design(Contd.) 2:2
      • 5.64 2² Design(Contd.) 2:16
      • 5.65 2² Design(Contd.) 1:22
      • 5.66 2² Design Summary 1:40
      • 5.67 General 2k Design 2:13
      • 5.68 General 2k Design(Contd.) 1:26
      • 5.69 General 2k Design(Contd.) 2:1
      • 5.70 General 2k Design(Contd.) 1:41
      • 5.71 General 2k Design(Contd.) 1:29
      • 5.72 General 2k Design(Contd.) 1:22
      • 5.73 General 2k Design(Contd.) 1:20
      • 5.74 General 2k Design(Contd.) 1:15
      • 5.75 General 2k Design(Contd.) 2:1
      • 5.76 General 2k Design(Contd.) 1:50
      • 5.77 Single Replicate of 2k Design 2:29
      • 5.78 Half Fractional 2k-1 Design 2:24
      • 5.79 Half Fractional 2k-1 Design(Contd.) 1:50
      • 5.80 Half Fractional 2k-1 Design(Contd.) 1:39
      • 5.81 Half Fractional 2k-1 Design(Contd.) 1:25
      • 5.82 Half Fractional 2k-1 Design(Contd.) 1:13
      • 5.83 Half Fractional 2k-1 Design(Contd.) 2:11
      • 5.84 Half Fractional 2k-1 Design(Contd.) 2:8
      • 5.85 Quarter Fractional 2k-2 Design 2:9
      • 5.86 Quarter Fractional 2k-2 Design(Contd.) 1:39
      • 5.87 Quarter Fractional 2k-2 Design(Contd.) 2:7
      • 5.88 Quarter Fractional 2k-2 Design(Contd.) 2:49
      • 5.89 3k Factorial Design 2:6
      • 5.90 3k Factorial Design (Contd.) 1:47
      • 5.91 Response Surface Designs 1:50
      • 5.92 Response Surface Designs(Contd.) 1:46
      • 5.93 Response Surface Designs(Contd.) 1:13
      • 5.94 Response Surface Designs(Contd.) 1:11
      • 5.95 Response Surface Designs(Contd.) 1:27
      • 5.96 Response Surface Designs(Contd.) 1:30
      • 5.97 Response Surface Designs(Contd.) 1:12
      • 5.98 Response Surface Designs(Contd.) 1:23
      • 5.99 Response Surface Designs(Contd.) 2:9
      • 5.100 Nested Designs 1:45
      • 5.101 Split Plot Designs Introduction 2:3
      • 5.102 Taguchi's Designs 1:51
      • 5.103 Taguchi's Designs (Contd.) 1:49
      • 5.104 Taguchi's L4 Design 1:54
      • 5.105 Taguchi's L4 Design Graphs 1:14
      • 5.106 Taguchi's L8 Design 1:33
      • 5.107 Taguchi's L8 Design(Contd.) 1:23
      • 5.108 Taguchi's L8 Design(Contd.) 1:11
      • 5.109 Taguchi's L8 Design(Contd.) 1:40
      • 5.110 Plackett Burman's Design 2:27
      • 5.111 Plackett Burman's Designs(Contd.) 1:38
      • 5.112 Quality Function Deployment(House of Quality) 2:2
      • 5.113 Summary 1:37
      • 5.114 Section V Lesson 4 Brainstorming Solutions Prioritization and Cost Benefit Analysis 1:12
      • 5.115 Agenda 1:19
      • 5.116 Brainstorming 2:1
      • 5.117 Multi Voting 2:22
      • 5.118 Brainstorming Prioritization and Cost Benefit Analysis 2:13
      • 5.119 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 2:18
      • 5.120 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 1:27
      • 5.121 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 1:54
      • 5.122 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 2:11
      • 5.123 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 2:18
      • 5.124 Brainstorming Prioritization and Cost Benefit Analysis(Contd.) 1:52
      • 5.125 Poka Yoke 2:26
      • 5.126 Summary 1:29
      • 5.127 Section V Lesson 5 Piloting Validating and FMEA 1:21
      • 5.128 Agenda 1:27
      • 5.129 Pilot Solutions 2:14
      • 5.130 Piloting Tools 1:42
      • 5.131 Piloting Tools (Contd.) 1:18
      • 5.132 Paired t Test 1:50
      • 5.133 Paired t Test(Contd.) 1:38
      • 5.134 Paired t Test Interpretations 1:36
      • 5.135 Paired t Test(Contd.) 1:15
      • 5.141 Failure Mode Effects Analysis(Contd.) 2:3
      • 5.137 Improve Next Steps 1:0
      • 5.138 Failure Mode Effects Analysis 2:4
      • 5.139 Failure Mode Effects Analysis(Contd.) 1:21
      • 5.140 Failure Mode Effects Analysis(Contd.) 1:28
      • 5.142 Failure Mode Effects Analysis(Contd.) 1:14
      • 5.143 Summary 1:20
      • 5.144 Improve Activity Summary 2:9
      • 5.145 Quiz 0:0
      • 5.146 Thank You 1:4
    • Section 06 - Control 94:34
      • 6.1 Welcome 1:7
      • 6.2 Section VI Control 1:37
      • 6.3 Agenda 1:25
      • 6.4 SectionVI Lesson 1 Pre Control Considerations 1:11
      • 6.5 Agenda 1:13
      • 6.6 Pre Control Considerations 1:58
      • 6.7 Assessing the Results of Process Improvement 2:17
      • 6.8 Rational Subgrouping 2:36
      • 6.9 Summary 1:13
      • 6.10 Section VI Lesson 2 Variables and Attributes Control Charts 1:25
      • 6.11 Agenda 1:18
      • 6.12 Concepts of Variables Control Charts 2:46
      • 6.13 Concepts of Variables Control Charts(Contd.) 2:36
      • 6.14 Concepts of Variables Control Charts (Contd.) 1:52
      • 6.15 Concepts of Variables Control Charts (Contd.) 2:2
      • 6.16 Concepts of Variables Control Charts (Contd.) 2:12
      • 6.17 Variables Control Charts 1:43
      • 6.18 Variables Control Charts(Contd.) 1:41
      • 6.19 Variables Control Charts(Contd.) 1:32
      • 6.20 Variables Control Charts (Contd.) 1:0
      • 6.21 Variables Control Charts (Contd.) 1:37
      • 6.22 Variables Control Charts(Contd.) 1:28
      • 6.23 Variables Control Charts(Contd.) 1:31
      • 6.24 Variables Control Charts(Contd.) 1:58
      • 6.25 Variables Control Charts(Contd.) 1:38
      • 6.26 Variables Control Charts(Contd.) 1:35
      • 6.27 Variables Control Charts(Contd.) 1:41
      • 6.28 Variables Control Charts(Contd.) 1:58
      • 6.29 Variables Control Charts(Contd.) 1:46
      • 6.30 Variables Control Charts(Contd.) 2:15
      • 6.31 Variables Control Charts (Contd.) 2:6
      • 6.32 EWMA Charts 2:12
      • 6.33 EWMA Charts(Contd.) 1:30
      • 6.34 Cusum Charts 1:20
      • 6.35 Attribute Control Charts 2:28
      • 6.36 Attribute Control Charts(Contd.) 2:8
      • 6.37 Attribute Control Charts(Contd.) 1:48
      • 6.38 Attribute Control Charts (Contd.) 1:31
      • 6.39 Attribute Control Charts(Contd.) 1:40
      • 6.40 Attribute Control Charts(Contd.) 1:38
      • 6.41 Attribute Control Charts(Contd.) 1:37
      • 6.42 Summary 1:23
      • 6.43 VI Lesson 3 Measurement System Analysis Control Plan and Project Closure 1:12
      • 6.44 Agenda 1:16
      • 6.45 Measurement System Analysis 1:53
      • 6.46 Control Plan 1:29
      • 6.47 Control Plan(Contd.) 2:9
      • 6.48 Control Plan(Contd.) 1:44
      • 6.49 Control Plan(Contd.) 2:12
      • 6.50 Project Closure 1:45
      • 6.51 Summary 1:33
      • 6.52 Section VI Lesson 4 Introduction to Total Productive Maintenance 1:8
      • 6.53 Agenda 1:38
      • 6.54 Total Productive Maintenance(TPM) 1:33
      • 6.55 Total Productive Maintenance(TPM)(Contd.) 1:53
      • 6.56 Total Productive Maintenance(TPM)(Contd.) 1:55
      • 6.57 Total Productive Maintenance(TPM)(Contd.) 1:55
      • 6.58 Total Productive Maintenance(TPM)(Contd.) 2:31
      • 6.59 Total Productive Maintenance(TPM)(Contd.) 1:44
      • 6.60 Total Productive Maintenance(TPM)(Contd.) 1:52
      • 6.61 Summary 1:42
      • 6.62 Tools to Refer 1:8
      • 6.63 Quiz 0:0
      • 6.64 Thank You 1:3
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  • What this course is about?

    Lean Six Sigma Black Belt Certification is a blended certification of Lean and Six Sigma offered to professionals who successfully qualify the LSSBB exam. Lean is a technique or a collection of techniques that helps in the reduction of time while delivering products. Six Sigma, on the other hand, is a disciplined approach to improve the quality and maintain consistency in delivery of products and services. Thus, Lean Six Sigma is an approach that is used to improve services on time while eliminating defects and leading the project towards perfection. Lean Six Sigma has emerged as a popular business management strategy applied to projects globally. It helps a company in achieving their process excellence initiatives and delivering increased profits to an organization. Lean Six Sigma Black Belt certification demonstrates one’s ability to deploy skills in enterprise-wide projects and approach, for full time process excellence roles.

  • Why is the certification most sought-after?

    The course offered by Simplilearn is referred to as Lean Six Sigma Black Belt (LSSBB). Our Six Sigma Black Belt training and certification program is modelled on the Body of Knowledge (BOK) of the American Society of Quality (ASQ), with cutting-edge and real-life applications integrated with the training section.

    Once the training is complete, the participants will be able to implement the concepts of Lean, Design for Six Sigma (DFSS), Six Sigma Define, Measure, Analyze, Improve and Control (DMAIC) and Total Productive Maintenance (TPM) using statistical tools and analysis.

    Currently, there are approximately 4000 professionals across the globe who are certified in Lean Six Sigma Black Belt.

  • What learning benefits do you get from Simplilearn’s training?

    At the end of Simplilearn’s training in Lean Six Sigma Black Belt, you will gain knowledge of the following:
    • Apply Lean concepts such as 5S, waste reduction, process mapping, value stream mapping and mistake proofing.
    • Apply basic and more advanced statistical analyses to determine the relationship between key inputs and process outputs.
    • Effectively manage team dynamics and understand how to work with multiple levels of leadership to remove barriers and achieve project success.
    • Close projects and hand over control to process owners.
    • Present projects to instructors, peers and managers.

  • What are the career benefits in-store for you?

    Lean Six Sigma Black Belt opens up plenty of career opportunities. The potential for job growth will increase along with the overall pay. Those who are trained in this course can easily expect some openings exclusively offered to them. Those who are trained in this methodology have lucrative ideas and are respected and sought after in their field. Lean Six Sigma Black Belt training can help in a number of ways. Individuals looking to excel can easily tap into these training courses and get on the fast track to a successful career. This certification:
    • Demonstrates one’s ability to apply Enterprise wide high-complex DMAIC projects.
    • Demonstrates one’s ability to integrate Lean Six Sigma as a long term continuous improvement philosophy in their organizations.
    • Gives cutting-edge value to professional data.
    • Improves job performance.
    • Opens up greater career prospects.
    According to recent surveys by sixsigma.com, the median salary for certified professionals in this field is approximately $83,107 per year.

  • Who should do this course?

    Simplilearn’s course in Lean Six Sigma Black Belt is planned to meet the requirements of the following categories of professionals:
    • Senior Management
    • Management students
    • Team leaders
    • Software Professionals
    • If a company intends to implement Six Sigma, then the management of the company needs to be trained
    • Project Managers
    • Quality Assurance Engineers
    • Software Quality Assurance team members

  • Why choose Simplilearn for your training?

    1. Simplilearn is the World’s Largest Certification Training Provider, with over 400,000+ professionals trained globally
    2. Trusted by the Fortune 500 companies as their learning provider for career growth and training
    3. 2000+ certified and experienced trainers conduct trainings for various courses across the globe
    4. All our Courses are designed and developed under a tried and tested Unique Learning Framework that is proven to deliver 98.6% pass rate in first attempt
    5. Accredited, Approved and Recognized as a training organization, partner, education provider and examination center by globally renowned names like Project Management Institute of USA, APMG, CFA Institute, GARP, ASTQB, IIBA and others

Exam & Certification

  • How do I become a Lean Six Sigma Black Belt certified professional?

    No Prerequisites.

    Simplilearn Certification

    Simplilearn offers two levels of LSSBB Certification – Technical and Functional. The Technical Certification is offered after the trainee passes the LSSBB Certification Examination with a minimum of 60% score.

    After the certification, the trainee should submit a full-scale live DMAIC project for case review by the LSSBB faculty. On completion of successful review, the trainee will be provided with an LSSBB Functional Certification.

    A typical full scale DMAIC LSSBB project would take 8-9 months (1st Phase) to complete and the LSSBB must be able to show a projected savings of $200,000 upwards from the project.

    IASSC Certification
    IASSC Certification:
    Exam Fee is included, in classroom courses only, for all countries except India.
    Exam Fee is not included in online self learning course.
    The candidate can get certified from IASSC in Lean Six Sigma Black Belt by appearing for the IASSC Certified Lean Six Sigma Black Belt exam and scoring a minimum of 580 points out of 750 total points.
    Upon achieving this, the candidate will receive a Certificate, suitable for framing, issued by the IASSC
     

FAQs

  • Who will be the trainer for the classroom training?

    Highly qualified and certified instructors with 20+ years of experience deliver classroom training.

  • How do I enroll for the classroom training?

    You can enroll for this classroom training online. Payments can be made using any of the following options and receipt of the same will be issued to the candidate automatically via email.

    1. Visa debit/credit card
    2. American express and Diners club card
    3. Master Card, or
    4. Through PayPal

  • Where will the training be held?

    Venue is finalized few weeks before the training and you will be informed via email. You can get in touch with our 24/7 support team for more details. Email us at support@simplilearn.com. If you are looking for an instant support, you can chat with us too.

  • Do you provide transportation and refreshments along with the training?

    We do not provide transportation or refreshments along with the training.

  • What will I get along with this training?

    You will have online access to e-learning and practice tests along with the training.

  • Can I change the city, place, and date after enrolling for any classroom training?

    Yes, you can change the city, place and date for any classroom training. However, a rescheduling fee is charged. For more information, please go through our Rescheduling Policy.

  • Can I cancel my enrollment? Do I get a refund?

    Yes, you can cancel your enrollment. We provide you complete refund after deducting the administration fee. To know more please go through our Refund Policy.

  • Do you provide money back guarantee for the training programs?

    Yes, we do provide money back guarantee for some of our training programs. You can contact support@simplilearn.com for more information.

  • Do you provide any course completion certificate?

    Yes, we offer course completion certificate after you successfully complete the training program.

  • Do you provide any group discounts for classroom training programs?

    Yes, we have group discount packages for classroom training programs. Contact support@simplilearn.com to know more about the group discounts.

  • Do you provide PDUs after completing the training? How many hours of PDU certificate do I get after attending the training?

    Yes, we offer PDU certificate to candidates after successfully completing the training. You can earn 45 hours of PDU certificate after attending the training.

  • What is Six Sigma?

    Six Sigma is a problem solving, Continuous Improvement approach, which if applied to processes, can bring about a reduction in defects by reducing variations in the process output, further resulting in improved financial profits to the company.

  • What is Lean?

    Principally, Lean is a waste and a non-value adding elimination/reduction technique that helps in eliminating wastes (unnecessary steps) from a process and non-value adding activities (Activities that customers don’t want to pay for).

  • What is the difference between Lean Six Sigma Black Belt and Six Sigma Black Belt?

    Lean Six Sigma Black Belt (LSSBB) Body of Knowledge will train you on Lean Management tools and Six Sigma. Post the training and certification, you would be equipped to identify areas of improvement in your organization and be skilled enough to apply Lean and Six Sigma to target improvements resulting in financial benefits.

  • Who should enroll for our LSSBB program?

    Applied to many aspects of the business and being considered as the flagship approach to bring in increased profitability for businesses, any individual who is considered a process owner or a team leader in their organizations having a Span of Control can enroll for the LSSBB program.

  • How long will it take for me to complete the LSSBB Curriculum?

    The 5 day training module for LSSBB will train you on the concepts. By the end of the 5 days, you would be trained enough to use the concepts and tools in your real-life applications. That being said, Six Sigma is a discipline of continual learning and practical applications. Although your course would get over in 5 days, learning continually is the key for you to gain expertise with the subject.

  • What are the pre-requisites for me to enroll for the LSSBB Curriculum?

    1. Participants must have at least two years’ experience in Quality Management role and should have worked on process improvement projects AND
    2. Participant must be a Masters in Statistics AND
    3. Participant must be a Six Sigma Green Belt Certificate Holder having shown adequate expertise handling Six Sigma tools

  • What are the certification requirements for LSSBB?

    Simplilearn offers 2 levels of LSSBB Certification – Technical and Functional. The Technical Certification is offered post the trainee passing the LSSBB Certification Examination with a minimum of 60% score.

    Post certification, the trainee should submit a full-scale live DMAIC project for case review by the LSSBB faculty. On completion of successful review, the trainee will be provided with a LSSBB Functional Certification.

    A typical full scale DMAIC LSSBB project would take 8-9 months (1st Phase) to complete and the LSSBB must be able to show a projected savings of $200,000 upwards from the project.

  • Do you offer Master Black Belt Certification?

    Completed at least 4 DMAIC projects meeting the savings pre-qualification target

    Completed at least one wave of Yellow Belt and Green Belt Training programs

    On this criterion being met, the LSSBB would need to take an online Master Black Belt module. Passing of the ensuing certification examination will result in the LSSBB being certified as a Master Black Belt.

  • Why Should I choose Simplilearn for LSSBB & not others?

    We are pioneer in the field of blended model of training. This is mix of online and classroom training to suit your specific training needs:

    1. Trained 12,000+ professionals across 115 countries
    2. Training programs to suit individual’s unique learning needs

  • Do I get Post Program Support?

    Yes, you will get post program support through forum discussion.

  • How do I enroll for the online training?

    You can enroll for the training online. Payments can be made using any of the following options and receipt of the same will be issued to the candidate automatically via email.

    1. Visa debit/credit card
    2. American express and Diners club card
    3. Master Card, or
    4. Through PayPal

  • What will I get along with this training?

    You will have online access to e-learning and practice tests along with the training.

  • Can I cancel my enrollment? Do I get a refund?

    Yes, you can cancel your enrollment. We provide you complete refund after deducting the administration fee. To know more please go through our Refund Policy.

  • Do you provide money back guarantee for the training programs?

    Yes, we do provide money back guarantee for some of our training programs. You can contact support@simplilearn.com for more information.

  • Can I extend the access period?

    Yes, you can extend the access period by paying an additional fee. Contact support@simplilearn.com for more information.

  • Where and how can I access the e-learning content? Are there any limitations?

    Once you register with us for a course by paying the course fee, you can have 24/7 access to the e-learning content on our website. An automated course purchase confirmation mail from our side will guide you through the process.

  • I am not able to access the online course. Whom should I contact for a solution?

    Please send an email to support@simplilearn.com. You can also chat with us to get an instant solution.

  • What is Six Sigma?

    Six Sigma is a high disciplined approach that enables organizations to focus on creating and delivering nearly-perfect products and services. The underlying idea being it is if you can measure how many "defects" you have in a process then you can systematically figure out a way to eliminate them towards you moving closer to "zero defects".

  • Is Six Sigma all about statistics?

    No, it’s all about the customer and what it takes to satisfy their needs. Statistical tools are a fundamental part of Six Sigma and it helps bring about objective knowledge of problems lying in business processes and solutions that solves the problem. Six Sigma’s aim is to “fix business problems through the aid of statistics.

  • What is DMAIC (Define, Measure, Analyze, Improve and Control)?

    The Define, Measure, Analyze, Improve and Control (DMAIC) methodology means five steps:

    1. Define the customer requirements, clarify the problem and set goals.
    2. Measure the current processes and collect relevant data for future comparison.
    3. Analyze to verify root causes and determine the relationship while considering all factors.
    4. Improve to generate and apply solutions. Modify existing processes or develop better processes.
    5. Control by monitoring to assure continued high-quality performance

  • What are the certification requirements for LSSBB?

    Simplilearn offers 2 levels of LSSBB Certification – Technical and Functional. The Technical Certification is offered post the trainee passing the LSSBB Certification Examination with a minimum of 60% score.

    Post certification, the trainee should submit a full-scale live DMAIC project for case review by the LSSBB faculty. On completion of successful review, the trainee will be provided with a LSSBB Functional Certification.

    A typical full scale DMAIC LSSBB project would take 8-9 months (1st Phase) to complete and the LSSBB must be able to show a projected savings of $200,000 upwards from the project.

  • What is the exam structure?

    To attend the SSBB certification exam, the trainees must have completed 5 days of classroom training. Also, the trainees must take the final examination within 2 weeks of the course completion. The pass percentage for LSSBB must be more than 60%.

    On completion of the course SSBB, trainee must start and complete a project for the certification.

    Simplilearn awards LSSBB Technical Certification (Course completion Certificate) on the passing of the examination.

    Simplilearn awards LSSBB Functional Certification (Certified Black Belt Certificate) on the successful review of the project.

  • How does Simplilearn assure that the material and the training delivered are effective?

    Simplilearn follows a Global Learning Framework which has been proven to deliver results and has been perfected by their experience in training about a million learners.

  • Will I get a course completion certificate?

    On completing the training from Simplilearn, you will get a course-completion certificate. The main certification can be obtained by appearing for the exam.

  • Is exam fee included in the course fee?

    The exam fee is not included in the course fee.

Reviews

This course was thorough and engaging; the concepts were relevant and applicable to my work. The instructor was knowledgeable and kept us engaged.

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Great course conducted by Simplilearn; Marshall Nauk was an outstanding instructor.

The Trainer was extremely good in holding our interest in the subject and the program was well planned and laid out. Overall an “Excellent Program”.

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Training was very good; a step ahead on the means of understanding concepts of six sigma better than that of green belt level.

Its really good to understand various decision making concepts before implementing them.

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