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South Bend training happens in a city born on an infrastructure of canals and dams. Business shifted from river to rail. |
Wagons, sewing machines, and plows were manufactured. Kankakee River was dredged. Europeans flocked to South Bend factories. Commerce flowed along Michigan Road. Notre Dam was founded. Electric streetcars were implemented. And South Bend's manufacturing flourished and is transitioning toward the tech industry. After-class activities include the St Joseph River, Potawatomi Park, and Tippecanoe Place. Visits to Notre Dam, Basilica of the Sacred Heart, and Studebaker National Museum are also popular.
Class offerings below assume a class size of 8 students.
If you have more than 8 students in your group, please update that here:
Recommended Classes in South Bend
The following classes are recommended because they have a low minimum student requirement,
or students are enrolled but not yet enough to hold a class. Are any of interest?
If not, the next section shows all classes available in South Bend.
| Class | Duration | Price |
|---|---|---|
| Six Sigma Green Belt Training | 5 days | $2,950 |
| Human Error Prevention Training | 2 days | $1,090 |
| Six Sigma Black Belt Training | 10 days | $3,950 |
All Classes in South Bend
If none of the recommended classes peak your interest, that's ok. Please choose a class from the table below:
Recommended Cities
If South Bend doesn't work out, MBB Consulting™ offers a wide range of classes in the following 4 cities:
Testimonials
Read what our students and clients have to say.
 Noah L. Medical MBBC's instructor was extremely knowledgeable and was happy to share his expertise even outside the main GD&T course topics. His passion for high quality engineering and processes was evident and inspiring. Thank you. |
 Ben Aldridge Field Service Support Admin Energy I had the pleasure of working with our Master Black Belt at our energy tech firm. There, he created an internal mentorship and training program to teach lean/six sigma concepts. The training was made available to employees spread both horizontally and vertically throughout the organization. Executives, managers, assemblers and receptionists alike were soon finding and eliminating waste within their workday. This divide-and-conquer philosophy in executing the continuous improvement program was not only an incredibly efficient way to find and implement cost savings, but also created a culture of empowerment within our organization. Our MBB encouraged all of his students to use these techniques to add value to the organization, in-turn making them more valuable employees. |