Green, Black, Lean Six Sigma and Master Black Belt Certifications

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1 Proven. Results. Faster. OPERATIONS EXCELLENCE Green, Black, Lean Six Sigma and Master Black Belt Green Belt certification Candidates may choose from three Green Belts offered: 1) Lean (one week of coursework) 2) Lean Six Sigma (two weeks of coursework) 3) Six Sigma (two weeks of coursework) Green Belt certification is a two-step process that combines classroom learning and project work. Following completion of coursework at UT s Graduate and Executive Education, the candidate will work with a faculty mentor to complete a project directly related to his/her workplace. 1) Lean Green Belt Coursework: $4,500 (5 days) All course tuitions include classroom materials, lodging and most meals. 2) Lean Six Sigma Green Belt Coursework: $4,500 (5 days) plus $4,500 for Six Sigma requirement (5 days) Business Analytics Fundamentals, Week 1 3) Six Sigma Green Belt Coursework: $7,500 (10 days) Business Analytics Fundamentals, Weeks 1 and 2 Green Belt Project Lean Green Belt candidates will need to demonstrate the application of lean concepts and tools in a short-term, functional or process-level project. Both Lean Six Sigma Green Belt candidates and Six Sigma Green Belt candidates will conduct a small sampling project for Green Belt certification. Green Belt candidates are encouraged to discuss project ideas and implementation with their supervisors and upper level management within their respective organizations to garner both support and approval. A faculty mentor will be assigned to all Green Belt candidates to direct and review the project to its completion. Candidates are also requested to return and make a presentation on their project to a future class. Rev. 8/1/14

2 Lean Six Sigma Black Belt $4,500 (5 days) plus $7,500 for Six Sigma requirements (2 weeks, plus online) Faculty Mentoring: $3,500 All course tuitions include classroom materials, lodging and most meals. Business Analytics Fundamentals, Weeks 1 and 2 (two, non-consecutive weeks, plus pre-, mid- and post-course online work) Lean Six Sigma Black Belt The Lean Six Sigma Black Belt project is completed at the candidate s work site and requires a significant commitment of time. Mastery of concepts and strong ROI to the organization must be demonstrated and achieved. It is critical to the project s success that the right management individual or team within the candidate s organization is recruited to support the project. This management individual or team and the faculty mentor will assist with selecting and overseeing the project for long term sustainment. Project review and a site visit by the faculty mentor are an integral part of the development of candidate s critical thinking and proficient application of appropriate concepts and methods to work place dilemmas. The Lean Six Sigma Black Belt project has three deliverables. 1. Project Description and Justification Project Description a description of the process that will be improved, including baseline data on current performance; Project Scope the scope needs to include estimates of costs and impacts on customer value; Project Justification the justification for the project should include a letter from the candidate s management stating that the project details have been reviewed and that they contain organizational validity and merit. 2. Project Tools and Results This report describes what statistical thinking and process improvement tools and techniques the candidate used to implement changes and collect and document results. This document will be reviewed by the faculty mentor to access whether the candidate achieved proficiency in statistics and process improvement methods. 3. Management Report This executive summary is prepared for the candidate s upper management that brings together the project description, justification and project results, describing what the project accomplished and how it was executed. With the company s permission, Graduate and Executive Education may use this document for instructional materials. Master Black Belt Custom Programming please contact the ofice of Graduate and Executive Education for details.

3 certification Benefits Currently, there are many options for Green, Black and Master Black Belt Certification seekers within the marketplace. However, the University of Tennessee s Graduate and Executive Education is not only a proven leader in executive-level educational offerings, but has been delivering such educational opportunities since The office of Graduate and Executive Education faculty have worked in all major industry areas such that their experience is unparalleled and distinctive. Our reputation, experience and high level of expertise differentiates the office of Graduate and Executive Education educational experience from other, supposedly similar, certifications. Additionally, the pairing of candidates with faculty mentors is a unique feature of our program. This facultystudent relationship provides an enhanced, hands-on learning opportunity that delivers value not only to the candidate, but to their organization as well. We contend that not all certifications are created equal, and invite you to dialogue with us in further conversations to understand how we stand apart from the rest. Faculty Dr. Cheryl Hild is a faculty member in the Department of Statistics, Operations, and Management Science. Prior to returning to the University of Tennessee, she served as a senior associate with Six Sigma Associates (SSA). Cheryl has over 16 years of experience leading organizational training in applied statistics, lean operations, and design of experiments. She also managed and worked many manufacturing, design, and administrative projects with managers and engineers at companies including Whirlpool, Allied Signal Aerospace, Bell Helicopter, PP&G, Cytec Engineered Materials, Pfizer Capsugel, and others. Cheryl has authored numerous articles and is coauthor of the book, The Power of Statistical Thinking: Improving Manufacturing Processes. She received her Ph.D. in Management Science and Industrial Statistics from the University of Tennessee. Allen Pannell, ABD is a GEE faculty member, specializing in process innovation and re-design, leadership, six sigma, strategic planning, and process management. Since 1982, Allen has led numerous companies through their most difficult challenges. By helping them to achieve aggressive goals, these organizations became more profitable in a short timeframe and some experienced dramatic turnarounds. Allen received his Masters of Science in Statistics and Finance from the University of Tennessee. His prior experience includes work with Martin Marietta Energy Systems and 12 years with Tennessee Associates International, where he worked his way up from consultant to vice-president, serving as executive consultant and a member of its board of directors. William (Bill) Peterson, MBA Bill has over thirty years of experience in the aircraft Maintenance, Repair, and Overhaul (MRO) business in positions of increasing responsibility across a broad spectrum of disciplines, including military service, trouble-shooting and repair, training instructor, operational management, sales and marketing, and international assignments. Throughout these assignments, Bill has used Continuous Improvement tools such as Lean and Six Sigma to lead change in processes and organizational culture. Along the way, Bill earned a BS in Professional Aeronautics at Embry-Riddle, his FAA Airframe and Power Plant Licenses, and is a certified Black Belt in Six Sigma. Bill recently retired after 26 years in Delta s Technical Operation division. He has since completed his MBA in Lean Aerospace at the University of Tennessee and joined UT s Graduate and Executive Education as an adjunct faculty member. Keith Leitner, M.S. Keith is a faculty member in the University of Tennessee s Graduate and Executive Education, teaching, mentoring and coaching in the area of lean enterprise deployment. Keith has served business and industry as a management consultant for many years implementing the concepts of lean in both private and defense industries. He served as Vice President of Continuous Improvement for BTR Automotive and held other leadership positions with Marley Electric Heating and United Technologies Automotive, Inc. Keith received his M.S. in Organizational Leadership and Management from the University of North Carolina, Pembroke.

4 Dr. Mandyam Srinivasan The Pilot Corporation Chair of Excellence. Srini has many years of experience with leading automobile manufacturers. He has published in a wide range of academic and professional journals and is the author of the books, Streamlined: 14 Principles for Building and Managing the Lean Supply Chain, and Supply Chain Management for Competitive Advantage: Concepts and Cases. Srini has also received many distinguished teaching awards. He also received the Chancellor s Award for Research and Creative Achievement in In 2006 he received the Franz Edelman Award for Achievement in Operations Research from the Institute for Operations Research and Management Sciences. Edward Miles is a faculty member with the University of Tennessee s Graduate and Executive Education, responsible for teaching statistical methods for making business decisions to candidates of the university s executive MBA programs and performing consulting and educational services in support of custom client engagements, by coaching and facilitating senior executives through the design, planning, and implementation of improvement initiatives, to include, Business Process Re-engineering, Six-Sigma, Lean and Process Improvement Specialist. Miles brings over twenty-five years of experience helping companies successfully design, plan, and implement initiatives to improve business performance. He has provided senior level services for numerous service and manufacturing organizations including Amtrak, Baxter Healthcare, Bostik Inc., Cargill, Del Monte Foods, Experimental Aircraft Associations, Exxon, Miles Kimball, Perrier, Rich Products, Pepsico, Schott, Sears, U.S. Air Force, and Weyerhaeuser. His industry experience includes chemicals, healthcare, distribution, utilities, bottling, telecommunications, transportation, and government among others. Miles received his Bachelor of Science in Mathematical Statistics from the University of South Carolina and is a graduate of the UNC Kenan-Flagler Business School Executive Development Institute. Contact Peggy Jarrett, Director Stevie Shumate, Program Coordinator Graduate and Executive Education College of Business Administration The University of Tennessee 504 Haslam Business Building 1000 Volunteer Boulevard Knoxville, TN Phone: Fax: ExecEd@utk.edu For current news on Graduate and Executive Education and its offerings, visit our web site at

5 PROGRAM SCHEDULE Monday Tuesday Wednesday Thursday Friday 8:00-9:45 The Business Case Lean Tools I Team Demos Theory of Administrative for Lean Constraints Lean 9:45-10:00 Break Break Break Break Break 10:00-12:00 Value Stream Lean Tools II Team Demos Theory of Administrative Simulation Constraints Lean 12:00-1:00 Lunch Lunch Lunch Lunch Lunch 1:00-2:30 The Lean Supply Lean Tools III Lean as a Growth Lean Enterprise Wrap-Up Chain Roadmap Strategy: Case Study Game 11:15-1:00 Year 2 Negotiations 2:30-2:45 Break Break Break Break 2:45-4:15 Rocky Top Pens Value Stream Lean Enterprise Lean Enterprise Simulation Mapping II Game Game Presentation 1 Year 3 Negotiations 4:15-4:30 Break Break Break Break 4:30-6:00 Value Stream Lean Theory of Lean Enterprise Mapping I Demonstration Constraints Game DBR Presentation 2 Dinner Dinner Free Evening Dinner