Lean Six Sigma Black Belt

Aligned to ASQ and TÜV & SÜD

Lean Six Sigma Black Belt (Online)

October


Oct 24 - Jan 24
Online
18:00 - 23:00 IST
28 Days - 140 Hours


Oct
Nov

Sat
24
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25
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31
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01

Feb

Sat
07
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Nov

Sat
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28
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Dec

Sat
05
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Oct

Sat
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26
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27

Jan

Sat
02
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Oct

Sat
16
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₹72,667 ₹44,800

November


Nov 07 - Feb 14
Online
18:00 - 23:00 IST
28 Days - 140 Hours


Nov

Sat
07
Sun
08
Sat
14
Sun
15

Feb

Sat
21
Sun
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Sat
28
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29

Dec

Sat
05
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Feb

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Sat
09
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16
Sun
17

Feb

Sat
23
Sun
24
Sat
30
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31

Feb

Sat
06
Sun
07
Sat
13
Sun
14

₹72,667 ₹44,800

November


Nov 28 - Mar 07
Online
09:00 - 14:00 IST
28 Days - 140 Hours


Nov
Dec

Sat
28
Sun
29
Sat
05
Sun
06

Feb

Sat
12
Sun
13
Sat
19
Sun
20

Oct
Jan

Sat
26
Sun
27
Sat
02
Sun
03

Nov

Sat
09
Sun
10
Sat
16
Sun
17

Nov
Feb

Sat
30
Sun
31
Sat
06
Sun
07

Feb

Sat
13
Sun
14
Sat
20
Sun
21

Mar

Sat
27
Sun
28
Sat
06
Sun
07

₹72,667 ₹44,800



Lean Six Sigma Black Belt

The Black Belt is an expert statistical analyst and project leader. He is a critical member of Six Sigma Programs in any organization. We intend to prepare you for this crucial role. When you complete this course, you will be ready to lead high-impact projects to successful completion. The course is one of its kind and curated by five Lean Six Sigma consultants with a cumulative experience of over 80 years and over 500 completed projects.

It includes

  • 20 hours of simulation-enabled Lean training
  • 120 hours of project-enabled experiential learning of Six Sigma
  • Approximately 40 hours of project assistance
  • Instruction in statistics for a deeper understanding of data interpretation

The course prepares you for high paying Lean Six Sigma consulting assignments across various industries worldwide.


Mastery in Six Sigma:
The course is an optimal blend of theory, exercises, quizzes, toolsets, real-life industry-specific examples, and practical work. It ensures that you gain supreme command over Lean Six Sigma


Execute a Real-Time Project:
Lean Six Sigma is all about driving high impact projects.


Our curriculum offers you industry-specific projects, executed through simulation-enabled experiential training. This approach prepares you to handle real-life projects.


We also have a compulsory project execution at the end of the course. This approach primes you for the practical application of Lean Six Sigma in your career.


Master Minitab Software:
Master the Minitab and be ready to solve complex problems across industries. The course includes

  • Over 80 hours of Minitab practice
  • Over 100 exercises
  • 500+ real-life data points


Leadership & Change Management:
Lean Six Sigma Black Belts need to be adept at Leadership and Change Management. We offer dedicated training in Project Management, Change Management, Leadership, and Teaming. With these, you acquire the competence to drive projects and be agents for change at your organization.We help you with internationally recognized certification from TÜV SÜD. However, the course design enables you to pass any certification exam like the ASQ.

Duration

14 Days – 140 Hours + 40 Hours of Project Guidance

Certification

While we help you with an internationally recognized certification from TÜV SÜD but the course is designed to help you pass any of the certification exams likes of ASQ.

Objective

Our objective is to empower participants with the knowledge, methodology, and skills required to drive and mentor DMAIC Lean Six Sigma Black Belt projects in their respective industries.

Who Should Attend?
  • Professionals with over four years of experience
  • Any professional seeking to accelerate his/her corporate career
  • Anyone who wants to consider Lean Six Sigma as a career option
  • Certified Black Belts seeking to upgrade their practical skills
  • Professionals seeking Lean Six Sigma knowledge rather than just certification
Project Assistance

We provide you with free assistance from an expert from your field.

Essentials

Certified Green Belts with a minimum of 1 year as Green Belt, or professionals with over four years of industry experience.

Course Program
  • 1.0 Introduction to Lean
  • 2.0 What is Lean & Application of Lean
  • 3.0 6S Before Lean(Simulation to Understand)
  • 4.0 Types of Waste – (Videos &Simulation to Understand)
  •    4.1 Different Types of Wastes
  •    4.2 Causes of Waste
  •    4.3 Remedies of Waste
  • 5.0 Lean Principles Introduction
  •    5.1 Identify Customers & Specify Value
  •    5.2 Value Stream Mapping
  •    5.3 Create Flow
  •    5.4 Respond to Pull
  •    5.5 Pursuit Perfection
  • 6.0 Identify Customers & Specify Value
  •    6.1 Customer – Internal & External
  •    6.2 Value Added & Non-Value Added (Simulation to Understand)
  • 7.0 Create Value Stream Mapping (VSM)(Simulation to Understand)
  •    7.1 Terminologies (CT,FTY,RTY, CO, TPT, WIP, WIQ)
  •    7.2 Process Efficiency
  •    7.3 Customer Takt time
  •    7.4 Create VSM(Simulation to Understand)
  •    7.5 Process Efficiency
  • 8.0 Create Value Stream Design (VSD) (Simulation to Understand)
  • 9.0 Create Flow & Respond to Pull(Simulation to Understand)
  •    9.1 Single Piece Flow (Simulation to Understand)
  •    9.2 Single Minute of Exchange of Dies(Simulation to Understand)
  •    9.3 Line Balancing (Simulation to Understand)
  •    9.4 Kanban (Pull Production)(Simulation to Understand)
  •    9.5 Heijunka (Production Levelling)(Simulation to Understand)
  •    9.6 Just In Time(Simulation to Understand)
  • 10.0 Additional Lean Tools
  •    10.1 Spaghetti Diagram
  •    10.2 Circle Diagram
  •    10.3 Total Productive Maintenance
  •    10.4 Andon & Visual Management
  •    10.5 Visual Factory
  •    10.6 Gemba
  •    10.7 Hoshin Kanri (Policy Deployment)
  •    10.8 PDCA (Plan Do Check Act)
  •    10.9 Poka-Yoke (Mistake Proofing)(Simulation to Understand)
  •    10.10 Root Cause Analysis
  •    10.11 Standardized Work(Simulation to Understand)
  •    10.12 Theory of Constraints (Introduction)
  • 1.0 Introduction to Quality
  • 2.0 Quality Leaders (Juran, Deming, Shewhart, Ishikawa) (Videos to Understand)
  • 3.0 Cost of Quality (COQ)
  • 4.0 Cost of Poor Quality (COPQ)(Videos to Understand)
  • 5.0 Optimum Quality Levels
  • 6.0 Failure Mode & Effect Analysis (FMEA)
  •    6.1 Create Process FMEA (Simulation to Understand)
  •    6.2 Create Design FMEA
  • 7.0 Key Performance Measures
  •    7.1 Key Performance Indictors
  •    7.2 Customer Satisfaction
  •    7.3 Product Differentiation
  •    7.4 Customer Loyalty Metrics
  •    7.5 Leading & Lagging Indicators
  •    7.6 Create Line of Sight
  • 8.0 Key Business Drivers & their Impact
  •    8.1 Profit/Margin (Practice to Understand)
  •    8.2 Market Share
  •    8.3 Net Present Value (NPV)
  •    8.4 Cost Benefit Analysis (CBA)
  •    8.5 Hard & Soft Benefits (Practice to Understand)
  •    8.6 Cost avoidance & Cost reduction (Practice to Understand)
  • 9.0 Organisation Goals & Six Sigma
  • 10.0 Balanced Score Card& Six Sigma
  • 11.0 History & Evolution of Six Sigma
  • 12.0 Continuous Improvement
  • 13.0 Basics of Six Sigma(Simulation to Understand)
  • 14.0 Six SigmaApplications
  • 15.0 Types of Six Sigma Projects
  •    15.1 DMAIC
  •    15.2 DFSS (DMADV/IDOV)
  • 16.0 Organization Road Blocks
  •    16.1 Organisation Structure & Culture
  •    16.2 Common Causes of Six Sigma Failures
  •    16.3 Stakeholder Analysis (Six Sigma Impact)
  • 17.0 Change Management (Simulation& Videos to Understand)
  •    17.1 Basics of Change Management
  •    17.2 Readiness Assessment
  •    17.3 Communication Plans to Overcome Barriers
  • 18.0 Strategic Planning & Deployment
  •    18.1 Importance of Lean Six Sigma
  •    18.2 Hoshin Kanri (Policy Deployment) (Practice to Understand)
  •    18.3 SWOT Analysis(Practice to Understand)
  •    18.4 PEST
  •    18.5 Business Contingency Planning
  • 19.0 Team Management (Simulation & Videos to Understand)
  •    19.1 Team Types & Constraints
  •    19.2 Team Roles &Responsibilities
  •    19.3 Team Member Selection Criteria
  •    19.4 Team Success Factors
  • 20.0 ProjectTeam Dynamics (Simulation to Understand)
  •    20.1 Forming
  •    20.2 Storming
  •    20.3 Norming
  •    20.4 Performing
  •    20.5 Team Communication
  • 21.0 Team Facilitation
  •    21 Motivational Technique
  •    22 Team Stages & Development
  •    23 Team Communication
  •    24 Team Leadership & Models
  • 22.0 Team Dynamics (Simulation & Videos to Understand)
  •    22.1 Group Behaviour
  •    22.2 Meeting Management
  •    22.3 Team Decision Making Methods
  • 23.0 Team Training (Simulation to Understand)
  •    23.1 Need Assessment
  •    23.2 Delivery
  •    23.3 Evaluation
  • 1.0 Voice of Customer & Business(Simulation to Understand)
  •    1.1 Collect Customer & Business Voices
  •    1.2 Eliminate Vagueness & Ambiguity
  •    1.3 VOC Clarity Table
  • 2.0 Kano Model (Practice to Understand)
  • 3.0 Benchmarking
  •    3.1 Competitive
  •    3.2 Collaborative
  •    3.3 Best Practices
  • 4.0 Customer Requirements to Process Requirements
  •    4.1 Critical to X (X-Quality, Cost, Safety or any other )
  •    4.2 CTQ Drill Down
  •    4.3 Quality Function Deployment (Practice to Understand)
  • 5.0 Project Section & Prioritisation (Practice to Understand)
  • 6.0 Process Owners & Stakeholder Analysis
  • 7.0 Project Charter (Practice to Understand)
  •    7.1 Business Case
  •    7.2 Problem Statement
  •    7.3 Project Goal Statement
  •    7.4 Project Team
  •    7.5 Project Timeline
  •    7.6 Project Scope
  •    7.7 Expected Benefits
  • 8.0 Financial Evaluation & Business Case
  • 9.0 Develop Project Metrics
  • 10.0 Project Short &Long Terms Gain (Practice to Understand)
  • 11.0 Project Risk Analysis
  • 12.0 Six Sigma Project Types
  • 13.0 ProjectRoles & Responsibilities
  •    13.1 Roles of Executive Leadership
  •    13.2 Roles of Champion
  •    13.3 Roles of Sponsor
  •    13.4 Roles of Master Black Belt
  •    13.5 Roles of Black Belt
  •    13.6 Roles of Green Belt & Team
  • 14.0 Project Management& Analytical tools
  •    14.1 Gantt charts
  •    14.2 Work Breakdown Structure
  •    14.3 Critical Path Method (CPM)(Simulation to Understand)
  •    14.4 Project Evaluation & Review Technique
  •    14.5 RACI model
  •    14.6 Activity Network Diagram
  •    14.7 Tree Diagram
  •    14.8 Matrix Diagram
  • 15.0 Project Scope
  • 16.0 SIPOC & Process Mapping (Simulation to Understand)
  • 17.0 Project Performance Measurement
  •    17.1 Define Performance Measurement
  •    17.2 Process Critical Elements
  •    17.3 Key Outputs
  • 18.0 Project Tool Gate Review
  • 1.0 Process Analysis & Documentation
  •    1 Process Flow Charts
  •    2 Work Instructions &Gap Analysis
  • 2.0 Types of Data & Measurement Scale (Practice to Understand)
  •    2.1 Continuous (Variable) Data
  •    2.2 Discrete (Attribute) Data
  •    2.3 Nominal Data
  •    2.4 Ordinal Data
  •    2.5 Interval Measurement
  •    2.6 Ratio Measurement
  • 3.0 Population & Sampling
  •    3.1 Basics of Sampling
  •    3.2 Calculate Sample size(Practice to Understand)
  • 4.0 Type of Samples(Simulation to Understand)
  •    4.1 Random Sample
  •    4.2 Systematic Sample
  •    4.3 Stratified Sample
  • 5.0 Basics of Statistics (Simulation to Understand)
  •    5.1 Central Tendency
  •    5.2 Dispersion
  •    5.3 Proportion
  • 6.0 Introduction to Statistical Software (Minitab)
  •    6.1 Minitab Practice
  •    6.2 Descriptive Statistics
  •    6.3 Inferential Statistics
  • 7.0 Probability
  •    7.1 Basic Concepts
  •    7.2 Independence Events
  •    7.3 Mutually Exclusive Events
  •    7.4 Addition & Multiplication Rules
  •    7.5 Complimentary Probability
  •    7.6 Occurrence of events
  • 8.0 Statistical Distributions (Practice to Understand)
  •    8.1 Normal
  •    8.2 Binominal
  •    8.3 Poisson
  •    8.4 Chi-Square
  •    8.5 Student’s T
  •    8.6 F distribution
  •    8.7 Hypergeometric
  •    8.8 Bivariate
  •    8.9 Exponential
  •    8.10 Lognormal
  •    8.11 Weibull
  • 9.0 Probability of Distributions (Practice to Understand)
  •    9.1 Frequency Distribution
  •    9.2 Cumulative Frequency Distribution
  •    9.3 Inverse Cumulative Frequency Distribution
  • 10.0 Central Limit Theorem (Simulation to Understand)
  • 11.0 Measurement & Data Collection
  •    11 What is Measurement
  •    12 Operation Definition
  • 12.0 Data Collection Plan (Simulation to Understand)
  •    12.1 Check Sheets
  •    12.2 Data Coding
  •    12.3 Data Cleaning
  •    12.4 Data Collection Pitfalls
  •    12.5 Avoid Data Collection Pitfalls
  •    12.6 Seasonality Effect on Data
  •    12.7 Data Collectors Training
  • 13.0 Graphical Analysis (Practice to Understand)
  •    11 Pareto
  •    12 Scatter Plot
  •    13 Box Plot
  •    14 Histogram
  •    15 Stem &Leaf Plots
  •    16 Time Series Plot
  •    17 Run Chart
  •    18 Normality (using Minitab)
  •    19 Graphical Summary
  • 14.0 Metrology
  •    14.1 Elements of Metrology
  •    14.2 Calibration System
  •    14.3 Traceability &Reference Standards
  •    14.4 Control & Integrity of Standards
  • 15.0 Variations& Measurement System Analysis
  •    15.1 Understanding Variations (Simulation to Understand)
  •    15.2 Measurement System Analysis (MSA)
  •       15.2.1 Discrimination
  •       15.2.2 Accuracy
  •       15.2.3 Precision
  •       15.2.4 Stability
  •    15.3 GRR for Continuous data (Simulation to Understand)
  •    15.4 GRR for Discrete Data (Simulation to Understand)
  •    15.5 Control Charts & Stability (Simulation to Understand)
  • 16.0 Measurement Systems to
  •    16.1 Sales & Marketing
  •    16.2 Engineering
  •    16.3 Supply chain & Management
  •    16.4 Research & Development
  •    16.5 Customer Satisfaction
  • 17.0 Baseline Process Performance (Practice to Understand)
  •    17.1 Baseline Discrete Data (DPU, DPO,DPMO)
  •    17.2 Baseline Continuous Data (Cp, Cpk, Pp, Ppk, Cpm)
  •    17.3 Sigma Value (Short term & Long term)
  •    17.4 Sigma Shift (Short term Vs Long term)
  • 18.0 Process Capability in Detail (Practice to Understand)
  •    18.1 Natural Process Limits & Specification Limits
  •    18.2 Design & Conducting Process Capability Studies
  •    18.3 Specifications, Sampling Plan, Stability & Normality
  •    18.4 Capability for Normal & Non-Normal Data
  •    18.5 Process Performance (PPM, DPU, DPMO)
  •    18.6 Transformations (Box-Cox & Johnson transformation)
  •    18.7 Capability for Discreet Data
  • 1.0 Identify Potential Causes (Practice to Understand)
  •    1 Brain Storming
  •    2 Affinity Diagram
  •    3 Cause & Effect Diagram
  •    4 Five Whys?
  • 2.0 Process Analysis
  •    2.1 Value Stream Mapping (Recap from Lean)
  • 3.0 Data Analysis
  • 4.0 NormalCurve & Normality Test(Practice to Understand)
  • 5.0 Confidence Interval, Risk & P value
  • 6.0 Hypothesis Testing -Null & Alternate
  •    6.1 Significance of Confidence Level
  •    6.2 Significance of Power
  •    6.3 Statistical &Practical Significance
  •    6.4 Sample Size for Hypothesis Tests
  •    6.5 Point & Interval Estimates
  •    6.6 Contingency Tables
  • 7.0 Alpha & Beta Risks (Practice to Understand)
  • 8.0 Hypothesis with Normal Data(Practice to Understand)
  •       8.1 1 Sample T
  •       8.2 2-Sample T
  •    8.3 Paired T
  •    8.4 One-Way Anova
  •    8.5 Test of Variance
  • 9.0 Hypothesis with Non- Normal Data(Practice to Understand)
  •       9.1 1 Sample Sign
  •       .9.2 1 Sample Wilcoxon
  •    9.3 Mann – Whitney
  •    9.4 Kruskal- Wallis
  •    9.5 Mood’s Median
  • 10.0 Hypothesis with Discrete Data (Practice to Understand)
  •    10.1 1 Proportion
  •    10.2 2 Proportions
  •    10.3 Chi-Square
  • 11.0 Multi Vari Chart (Practice to Understand)
  • 12.0 Correlation & its Terminologies (Practice to Understand)
  • 13.0 Correlation &Causation (Practice to Understand)
  • 14.0 Regression Analysis (Practice to Understand)
  • 15.0 Linear & Non-Linear Regression (Practice to Understand)
  • 16.0 Simple & Multi-Linear Regression (Practice to Understand)
  • 17.0 Residual Analysis (Practice to Understand)
  • 18.0 Multivariate Tools (Practice to Understand)
  •    18.1 Factor Analysis
  •    18.2 Item Analysis
  •    18.3 Discriminant Analysis
  •    18.4 Simple & Multiple Correspondence Analysis
  • 19.0 Design of Experiments (Practice to Understand)
  •    19.1 Need for DOE
  • 20.0 Terminologies
  •    20.1 Factors, Levels, Response, Treatment
  •    20.2 Blocks, Randomisation, Effects & Replication
  •    20.3 DOE Plots: Main Effect & Interaction Plots
  •    20.4 Confounding
  • 21.0 DOE Designs
  •    21.1 Full Factorial Experiments (Practice to Understand)
  • 22.0 Fractional Factorial (Practice to Understand)
  • 23.0 Latin Square Designs
  • 24.0 Balanced & Orthogonal Arrays
  • 25.0 Taguchi’s Design
  • 26.0 Confounding
  • 1.0 Generate & Evaluate Ideas (Simulations to Understand)
  •    1 Brain Storming
  •    2 SCAMPER
  •    3 Six Thinking Hats
  •    4 Benchmarking
  •    5 doHow
  •    6 Lean Solutions
  •    7 TRIZ (Introduction)
  • 2.0 Selecting Best Solution(Practice to Understand)
  •    2.1 Multi-Voting
  •    2.2 Pay-off Matrix
  •    2.3 Criteria Matrix
  • 3.0 Error Proofing
  •    3.1 Prevention & Detection
  •    3.2 Mistake Proofing &Examples
  • 4.0 Assess Risk FMEA (Recap)
  • 5.0 Piloting & Implementation
  •    5.1 Pilot Solutions
  •    5.2 Pilot Location
  •    5.3 Pilot Success Criteria
  • 6.0 Implementation
  •    6.1 Plan for implementation
  •    6.2 Stakeholder Analysis
  •    6.3 Communication Plan
  •    6.4 Implementation
  • 1.0 What is Process Control?
  • 2.0 Different Types of Process controls
  • 3.0 Response Plan & Reaction Plan
  • 4.0 Statistical Process Control (Practice to Understand)
  •    4.1 Monitoring, Controlling of Process Performance
  •    4.2 Identify & Select Critical Process Parameters
  •    4.3 Subgrouping & Rational Subgrouping
  •    4.4 SPC- Continuous Data (I-MR, Xbar R, X bar S)
  •    4.5 SPC – Discrete Data (C,U,P,NP charts)
  • 5.0 Analyse Control Charts
  • 6.0 Control Plan
  • 7.0 Visual Control
  • 8.0 Sustain Improvements
  •    8.1 Lesson Learnt
  •    8.2 Documentation
  •    8.3 Trainings
  •    8.4 Ongoing Evaluation
  • 9.0 Benefit Computation
  • 10.0 Project Closure
  • 11.0 Celebration
  • 1.0 Common DFSS/ DMADV Methodologies
  •    1 Define
  •    2 Measure
  •    3 Analyze
  •    4 Design
  •    5 Validate
  • 2.0 Design for X (DFX)
  •    2.1 Design Constraints
  •    2.2 Design Cost
  •    2.3 Design for Manufacturability
  •    2.4 Design for Test
  •    2.5 Design for Maintainability
  • 3.0 Robust Design
  •    3.1 Robust Product Design
  •    3.2 Tolerance for Design
  •    3.3 Statistical Tolerancing
  •    3.4 Robust Process Design
Trainers Profile
  • Certified Black Belt/Master Black Belt
  • Over 16 years in the Lean Six Sigma field
  • Full-time consultant & passionate trainer
  • Executed/Mentored over 200 Lean Six Sigma Projects
  • Trained over 2000 professionals across industries
  • Corporate Lean Six Sigma trainer for fortune 50 Companies
Course Fee Includes
  • 140 hours of project-enabled experiential learning
  • Lifetime access to student portal of XergY Page
  • Minitab Training & over 80 hours of extensive practice
  • Industry-specific Lean Six Sigma case studies
  • Sample question papers with solutions
  • Examination & Certification cost (for TÜV & SÜD only)
  • Support in executing projects for two years
  • Refresher training at no charges
  • Exclusive invite to attend Black Belt project presentations
  • Lunch & refreshment for classroom training sessions
  • Mentorship & assistance to accelerate your corporate career
  • Pay just the differential amount when you take up Lean Six Sigma Black Belt training in future
  • 100% Placement assistance
Certification Procedure (TÜV & SÜD only)
  • Attend 140 hours of instructor-led training
  • Successful completion of the Black Belt certification exam conducted by TUV with 60% marks (at the end of the 10th day)
  • Submission of the project (within eight months from the date of course completion)

Please contact us via below from for more info

XergY: Lean Six Sigma Black Belt

A course designed beyond certification with unlimited support with one vision to help someone with a desire to become a successful Lean Six Sigma professional/consultant to achieve their dream.

Download
BROCHURE.pdf

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