Certification Program 
Six Sigma Master Black Belt

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Six Sigma is like that old Wella Balsam shampoo commercial: ‘She told two friends, and they told two friends,’ and so on….As Black Belt project leaders multiply and train more people, and those people get involved in projects, the financial impact is exponential, in our view.” Writes Jennifer Pokrzywinski, an analyst with Morgan Stanley, Dean Witter, Discover & Co. (Report on Business Magazine, October 1997)

Six Sigma initiative has become a rage. Every organization wants to implement Six Sigma approach in anticipation of improving market penetration and organizational speed at the same time reducing the cost of doing business.

Six Sigma is being perceived to take people to a higher level of performance with fewer mistakes while making it a strategic option for transforming an organization.

Six Sigma is a Program to be owned and led by leadership orienting strategically towards market place and customer satisfaction.

Six Sigma is described as a methodology to improve business processes and is supposed to provide metrics that strives for near perfection.

Six Sigma embodies a disciplined, data-driven analytical approach for reducing variation in any process and thereby eliminating defects

But what is happening?

  • Projects remain open much longer than the anticipated 3-6 months, some stuck in an early phase of Six Sigma Life
  • Black Belts are unable to get cooperation (from functions and departments) in collecting data, identifying root causes, etc
  • Teams lose focus part of the way through their Projects
  • Successes with Projects in one department or function are not reapplied in others
  • Managers resist assigning high performers to Black Belt jobs, keeping these performers for “real work” instead
  • Managers see 6 Sigma as competing with other improvement initiatives and are reluctant to participate
  • MBBs do not have adequate knowledge of the right applicable methodology


Specialists from Indian Statistical Institute, and Experts from Academics/ Industry

Who can attend

Certified Black Belts from recognized certification bodies

Each candidate should have about 3 years of experience in conducting/guiding improvement projects

Certification Criteria

Qualifying certificate by securing 70% marks in the test conducted on the last day of the course

MBB Card shall be issued after

  • Successful qualification in the test and guiding 5 projects on improvement
  • Conducting 120 hours of training in related topics or attending 3 conferences/seminars/workshops on related subjects in the following 18 months

Training Session Topics

  1. Overview of Six Sigma Methodology
  2. Overview of Six Sigma Project execution (DMAIC or DFSS/ DMADV) (Define- Measure- Analyse- Improve & Control, Design for Six Sigma, Define Measure Analyse Design and Validate)
  3. Project Review Guidelines and selection of Belts for the projects
  4. Development of Project Team and Charter
  5. Define and Map Processes to be improved
  6. Voice of Customer & Quality Function Deployment
  7. Type of Data, knowledge of Statistical distributions
  8. Data Collection Planning
  9. Introduction to software packages for data display & analysis like Minitab, JMP etc.- understanding in usage & interpretation of output
  10. Measurement System Evaluation for Measurable data (Gauge R&R) as well as for attributes (Kappa Value and Confidence interval for agreement with an expert) 
  11. Understanding variation-special causes vs. common causes (like dot plots, box plots, histogram and control charts
  12. Stratification methods (like Pareto, Bar Diagrams, stratified dot plot, stratified scatter plot, Box Plot, Multi-Vari Charts etc)
  13. Normality test of a data, Evaluation of Process Capability for data from a Normal distribution
  14. Concept of confidence interval; Concept of Short Term, Long Term Process Capability and assessment of Sigma level
  15. Identification of Value-added and Non-value-added activities (use of lean concept) & Value Stream Mapping
  16. Organizing for potential causes using cause and effect diagram, FMEA & Tree Diagram
  17. Verification/validation of causes using workplace investigation (GEMBA)
  18. Correlation and simple & multiple regression and use of the same in validating the cause
  19. Estimation &Test of Hypothesis and use of the same in validating the causes
  20. Logistic regression and use of the same in validating the cause
  21. Design of experiment and details of full factorial, fractional factorial and screening design
  22. TRIZ
  23. Taguchi Methods of Parameter Design and Tolerance Analysis
  24. Multivariate Analysis like Cluster Analysis, Factor Analysis etc., Multivariate Control Chart, MANOVA
  25. Conjoint analysis
  26. Improvement Ideas using Creativity Techniques (Traditional & non-traditional)
  27. Solution Evaluation Criteria, Evaluation of solutions and selection of solutions
  28. Process of piloting the solutions & Risk Analysis through the use of FMEA or related methodologies
  29. Concept and Examples of Poke Yoke, Visual Workplace & 5S; Planning for full scale mplementation (use of Gantt Charts, Planning Grid, Involvement Matrix
  30. Evaluation of results after implementation, Monitoring the results through Statistical Process Control after implementation of the solutions, Institutionalisation and integration of the solutions
  31. Process of Closing the Project
  32. Work through six sigma projects of different applicatGroup Discussions and Project Presentations