Reading track
You are building capability in your own people
You want the improvement to stay in the building after the consultant leaves, and you are working out what to teach, to whom, and in what order.
By the end you will know what each belt level is accountable for, what to run first, and why training bought ahead of a live project decays within months.
7 steps · about 30 minutes · free, no account, read in any order you like
-
L6S: what it stands for, and what it actually does
The belt ladder in plain words, and what each level can actually be trusted with.
-
Lean Six Sigma: the discipline, and what it takes to do properly
The training section here is the part to argue with: run a real project, teach on it, widen only once there is a result worth copying.
-
The person who embodies the role
A role is a description on paper. What walks into the room is a person, and the difference decides what your programme is worth.
-
Kaizen: small gains, and two ways to get it wrong
The habit you are actually trying to build, and the two ways organisations reduce it to a suggestion box.
-
Statistical Process Control: the chart most misuse
The one technical skill worth putting in many hands rather than a few.
-
Breakthrough vs control: two jobs, most teams do one
Why a team that only knows how to improve will keep losing the gains it makes.
A track is only an order. Every piece in it stands on its own, and nothing here is behind a sign up.