• To identify and define suitable Six Sigma project topics.
• To implement a Six Sigma project along with its DMAIC phases with all relevant qualitative and quantitative tools.
• To evaluate the success of a Six Sigma project with process performance indicators and the derived financial benefits.
• To apply all relevant DMAIC tools, for example, Project Definition, Voice of Customer/CtQ's, Project Charter, Process Mapping, Cause & Effect Matrix, Hypotheses, and their Statistical Tests, Root-Cause-Analysis, etc.

IELA Award 2021 -

This course won the 2021 Runner-Up Award - Blended Learning - Academic Division 2021 of the International E-Learning Association (IELA) { http://www.ielassoc.org/awards_program/past_winners.html }

Part 1: Introduction

Introduction to Six Sigma as a company-wide improvement program, based on a structured approach to linking reality, methods, and statistics.

Part 2: DEFINE

Identification and definition of a suitable Six Sigma project, structuring the project field in its core process steps (SIPOC), translating Voice of Customer (VoC) and Voice of Business (VoB) to CtQ’s as most important problems (Y), summarized in a Project-Charter for all stakeholders and supplemented by a stakeholder communication plan.

Part 3: MEASURE

Input-Analysis and Process-Mapping and -Analysis for identifying the triggering influences (x) of the problems (Y). Determination of the relationships between influences (x) and problems (Y) (C&E-Matrix), as the basis for deriving hypotheses. Operationalization of measurands for influences (x) and problems (Y) in a data collection plan, as the basis, to collect a sample of corresponding data.

Part 4: ANALYZE

Data evaluation and graphical display of data, representation of the process performance, in control charts and indices of the process capability, a test of hypotheses on the differences between problems (Y1 – Yn) and relationships between influences (x) and problems (Y) up to the analysis of root causes (fault tree).

Part 5: IMPROVE

Development and selection of solutions to eliminate, adjust or circumvent the root causes (x´), specification of solutions as measures, detection of their risks (FMEA), and development of countermeasures, hints for implementation.

Part 6: CONTROL

Data evaluation and graphical display of data, representation of the process performance, in control charts and indices of the process capability, a test of hypotheses on the differences (before vs. after), derivation of financial and non-financial benefits of the improvements, development of a Process-Management-Plan to control the improved process.

Part 7: Project Conclusion

Preparation of the lessons learned, completion of the Project-Story-Book, and review of this project documentation by our Master Black Belt for certification.

Learning is supported by:

* Videos: Animated application of all DMAIC tools in a sample project (43 lessons, 5:15h)

* sigma guide: Software for the implementation of Six Sigma projects (32 tools and charts)

* Methods and tools for process improvement (86 slides with the figures of this book)

* Statistics with Minitab (136 slides)

* Project-Story-Book: PowerPoint template for project documentation (60 slides)

* Project Guideline: Overview poster of all DMAIC phases and tools

* Weekly live online sessions for your questions and exchange with other learners.

* eBook: Hutwelker, R. (2019). Six Sigma Green Belt Certification Project – Identification, Implementation, Evaluation. Springer International Publishing

Moritz B., A: “The Lean Six Sigma Yellow & Green Belt courses offered by the Technical University of Munich (TUM) are the perfect opportunity to reach high-quality training from a reputable organization - especially in this exceptional time of physical distancing.

_I started with the Yellow Belt Course where I got a lot of high-level theoretical knowledge about Lean as well as Six Sigma. The course is a nice mixture of theoretical input and practical tasks. The self-paced structure of the course enabled me to choose my personal learning speed. Special thanks to Prof. Dr. Holly Claudia Ott for the effort she put in the various lectures in the Yellow Belt course and her very understandable way of explaining difficult topics.

The Lean Six Sigma Green Belt course builds on the theoretical topics with a practical project. The project is about the littering situation in your hometown – it’s a nice idea to have a positive impact on our planet while doing this certification project. You learn how to apply the learned Six Sigma methods as well as some key elements about project management. If you need help you get really good support in the internal course forum from your peers as well as from the professors. Furthermore, there is a weekly online session in the Green Belt course where you can ask your personal questions as well as learn about best practice examples.

I enjoyed the challenging project and learned a lot about Six Sigma and its implementation. Special thanks to Dr. Reiner Hutwelker for all the effort and passion he puts into the TUM Lean Six Sigma Green Belt program. I HIGHLY RECOMMEND THIS COURSE! ” _ __

Testimonials from our Business-Certification Projects:

Ana F., Norway : “Since I started my Lean Six Sigma Green Belt program through TUM, I went through a process of learning by doing with heavy support of tools and coaching sessions made available by TUM. The program is set up in a logical, methodical, and very well-structured way, but at the same time, it is challenging for me to step up by taking responsibility and leadership over my project. My work is now more visible to management and I am sure to be able to provide them solutions rather than just problems. Continuous learning allows growth and for those interested in developing their knowledge in Six Sigma, this program is simply perfect.”

Brad B., USA : “The Lean Six Sigma Green Belt Certification program through the Technical University of Munich is exciting and challenging at the same time. This program involves a real-life 6 months to a year project that impacts our career and helps us show our leadership that we can enhance our education and apply what we've learned in a project at work. With a focus on Lean Management, our team can work smarter and not harder.”

Christopher L., USA : “ The Lean Six Sigma Green Belt program at TUM requires students to actually apply the information learned from the Yellow Belt program to a real work project. Choosing TUM over ASQ certification was a simple decision once I learned that you get to implement your own project at TUM. Running into the real-life problems and scenarios during each phase of the project and having Dr. Reiner Hutwelker available one-on-one to coach you through the tough times has been an extremely valuable experience. The professional experience you will gain coupled with the flexibility of the program on an online platform makes this certification course ideal for all types of students all across the world.”

Helga S., Oman : “I've been on the Lean Six Sigma program since June 2017, first completing the Yellow Belt courses and now working on the Greenbelt. The academic units were challenging and well structured. The practical part so far has offered great support and one on one interaction with Dr. Hutwelker. The coursework slots in perfectly with the implementation of the project in my company so my company is benefitting greatly by having the input of a Master Black belt. I highly recommend this course and particularly Professors Ott and Hutwelker.”

Karim H., China : “I work for a manufacturing SME in the fast-paced and competitive country that is China. As such, access to knowledge and industry best-practice is necessary yet challenging to get. The Lean Six Sigma Green Belt Certification from TUM allows me to apply the knowledge gathered through the Yellow Belt program on a real case and with the continuous support of Dr. Reiner (Master Black Belt). In a nutshell, I am improving my company’s products and services while extending my knowledge and my colleagues. Given the size and resources of my company, this is not something I would have had access to otherwise.”