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The writing on this site covers a lot, and arriving at the middle of it is disorienting. A track is a short path through it: who it is for, what order to read in, and what you should be able to do at the end.
You can see that the method might apply to you, but every example you have read was about a factory, and you do not work in one.
By the end you will know what the method looks like in your own sector, which number to get first, and what a realistic first project would be.
Lean Six Sigma: the discipline, and what it takes to do properly → The same method, eight different rooms → choose 1 of 8 → 2 more
Something you are now responsible for is too slow, costs more than it should, or comes out different every time, and nobody can tell you why.
By the end you will be able to walk the process yourself, put three honest numbers on it, and tell the difference between a problem that needs a project and one that needs a conversation.
What are processes? → The hidden cost of broken processes → Five questions before your next improvement project → 4 more
You are being offered a programme, a belt course or a consultant, and you want to know what is genuine, what is theatre, and what it will really cost you in time and attention.
By the end you will be able to tell a working improvement method from a certificate mill, and ask the three questions that separate them.
L6S: what it stands for, and what it actually does → Lean Six Sigma: the discipline, and what it takes to do properly → When Lean Six Sigma is the wrong tool → 2 more
You can read a chart, but nobody ever taught you what sits underneath one, and you would rather not be the person quoting a number they cannot explain.
By the end you will know what a distribution is doing, when a test applies, and how a perfectly correct calculation can still hand you the wrong answer.
What is statistics, and the gap people fall into → Data exploration: the first hour decides the rest → The normal distribution, and where it does not belong → 5 more
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.
L6S: what it stands for, and what it actually does → Lean Six Sigma: the discipline, and what it takes to do properly → The person who embodies the role → 4 more
Everything is free and nothing is gated. If you would rather wander, the journal holds the same pieces in date order.