Saturday Learning Series - Six Sigma (part 10,000)

Yet another in the MIT lecture series on Six Sigma, this lecture entitled Implementing Lean.  The previous lecture can be found here.  Next week we'll be moving off of Six Sigma onto another subject.

Saturday Learning Series - Six Sigma (still?)

There's a lot to learn with this Six Sigma stuff, if you are interested. Continuing along, this MIT lecture series takes a look at people. The secret ingredient.

Saturday Learning Series - More Six Sigma

More from MIT's Six Sigma for today's Saturday Learning Series.

Saturday Learning Series - Six Sigma (continued)

This is a continuation of the quality tools discussion from MIT's lecture series on Six Sigma.

Saturday Learning Series - Six Sigma (Part 10)

Last week Saturday Learning Series continued MIT's series on Six Sigma.  Today in part 10, they look at quality tools.

Saturday Learning Series - Six Sigma (Part 9)

A make-up post for missing a Saturday Learning Series installment last week, and continuing from this morning, the MIT lecture series on Six Sigma covers the simulation of variability.

Saturday Learning Series - Six Sigma (Part 8)

Last week I was not available to put up a Saturday Learning Series post - rectifying that this week with 2 posts to make up for it, this one and one later this afternoon.  Well into MIT's lecture series on Six Sigma, the continuation in this installment looking at lean engineering basics.

Saturday Learning Series - Six Sigma (Part 7)

In a continuation from last week's Saturday Learning Series (Part 6), the MIT course on Six Sigma continues to look at the supply chain.

Saturday Learning Series - Six Sigma (Part 6)

Last week on the Saturday Learning Series, MIT's ongoing lecture series on Six Sigma (Part 5) was an outside the classroom video and instead was a plant tour.  Today we go back to the classroom for a simulation-based hands on discussion.  It revolves around building a Lego airplane.

Saturday Learning Series - Six Sigma continues (Part 5)

Last week was Part 4 of the MIT Six Sigma lecture series. Today's Saturday Learning Series continues with the next lecture.  This one is a recorded plant tour and not a lecture hall presentation, which offers some variety to the series.

Saturday Learning Series - MITs Six Sigma Part 4

A continuation of MIT's explanation of the Six Sigma methodology.  The previous installment can be seen here.

Saturday Learning Series - MIT's Six Sigma Part 3

A continuation of MIT's series on Six Sigma.

Saturday Learning Series - Six Sigma part 2

MIT has a course on Six Sigma. Six Sigma is a process improvement methodology.  If you are interested, take a look.  If not, it's pretty dry.  I'm more posting these Six Sigma lectures for my own edification.

Note -- Last week was part 1.

Saturday Learning Series - Six Sigma Course from MIT (Part 1)

MIT has a course on Six Sigma.  I was curious about it and started watching the video.  I thought that it might be a good course to bring back the Saturday Learning Series.  We shall see, it could be as dull as wet paste.  But I'll be sharing the videos over the next few weeks at least.

If you aren't familiar with Six Sigma, it's defined in Wikipedia as follows:

Six Sigma is a set of tools and strategies for process improvement originally developed by Motorola in 1985.[1][2] Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995,[3] and today it is used in different sectors of industry.[4]

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[5] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Orange Belts", etc.) who are experts in these very complex methods.[5] Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example; process cycle time reduction, customer satisfaction, reduction in pollution, cost reduction and/or profit increase.[5]

Let's hope it's good.