Fill in the following form to receive your Black Belt training sheet Lean Six Sigma
This certification course enables participants to manage an organization-wide Lean improvement program. Relying on precise diagnostics and advanced Lean tools, participants learn to build and lead a transformation roadmap to improve overall performance (quality, deadlines, costs, efficiency, motivation, environment). The Black Belt level is a strategic lever for the deployment of operational excellence in both industry and services.
Objectives
- Carry out a complete diagnosis of production or service processes.
- Build and manage a structured improvement plan.
- Manage complex Lean projects using the right tools and methods.
- Deploy an appropriate change management strategy.
- Structure a sustainable Lean organization.
- Effectively communicate the results of an improvement program.
Pedagogy
- Alternating theoretical input and practical case studies
- Case study
- Lean tools used in the workshop (VSM, A3, Matrices, Obeya, etc.)
- Group work and simulations
- Personalized support in formalizing the certification dossier
Reviews
Certification is based on three tests:
- Knowledge test (40 min): 58 single-choice questions on Lean tools - score of 60% required.
- Technical file (3h30): case study on diagnosis, progress plan, Lean organization, worksite management and assessment.
- Oral defense (1h): presentation of a Lean worksite and change management strategy, before a panel of experts.
Day 1 - Role and positioning of the Black Belt
Understand the role of the BB in the Lean organization: complex project manager, mentor, facilitator. Introduction to project management (ISO 21500), planning tools (PERT, Gant), risk analysis (FMECA), decision matrices and project charter.
Day 2 - Just-in-time (JIT)
In-depth study of Toyota's JIT pillar: objectives, benefits and advanced tools (Kanban, SMED, Heijunka, Kitting, Milk Run, ABC/XYZ, etc.).
Day 3 - Jidok
Exploring the Jidoka pillar: quality assurance tools (TPM, QRQC, Andon, Poka-Yoke), visual management and an introduction to the Theory of Constraints.
Day 4 - Process diagnosis & team building
Existing situation mapping (VSM, Makigami), performance analysis, root cause identification (Crosby's turtle), work group facilitation and Lean rituals.
Day 5 - Target design & change management
Definition of the target situation, development of the roadmap, validation of solutions, deployment planning and preparation of a CODIR presentation.
Day 6 - Capitalization & control plan
Stabilization of results (Kamishibaï, control plan), formalization of feedback, oral presentation and training assessment.
