This curriculum spans the design, analysis, and governance of customer journeys using Lean and Six Sigma methods, comparable to a multi-phase operational improvement program that integrates cross-functional process ownership, data-driven decision making, and change management across business units.
Module 1: Defining and Mapping the Customer Journey in Operational Contexts
- Selecting customer segmentation criteria that align with operational capacity and service delivery constraints.
- Determining the scope of journey mapping to include only touchpoints with measurable process variability.
- Integrating voice-of-the-customer (VoC) data with existing process metrics without duplicating data collection efforts.
- Deciding whether to map front-stage (customer-visible) and back-stage (internal) processes in a single model or separate views.
- Aligning journey stages with existing organizational process frameworks such as SIPOC or value stream layers.
- Establishing ownership for each journey phase when cross-functional teams share accountability.
Module 2: Identifying Waste and Variation Across Customer Touchpoints
- Differentiating between customer-perceived waste (e.g., wait times) and internal process waste (e.g., rework) during assessment.
- Using time-sequence analysis to isolate non-value-added steps that contribute to cycle time inflation.
- Applying failure mode and effects analysis (FMEA) to high-impact journey stages with recurring defects.
- Quantifying variation in service delivery using control charts at critical handoff points.
- Deciding whether to address common cause or special cause variation first based on customer impact severity.
- Documenting root causes of delays using 5-why analysis with frontline staff input.
Module 3: Integrating Lean and Six Sigma Tools into Journey Optimization
- Selecting between Kaizen events and DMAIC projects based on the scale and complexity of journey pain points.
- Applying value stream mapping to align customer journey stages with material and information flows.
- Designing standardized work instructions for high-variability service interactions.
- Using process capability analysis (Cp/Cpk) to set performance targets for journey milestones.
- Implementing poka-yoke mechanisms at error-prone customer interface points.
- Choosing control plan ownership for sustained monitoring after process changes are deployed.
Module 4: Data Collection and Performance Measurement Alignment
- Selecting KPIs that reflect both customer satisfaction (e.g., NPS) and process efficiency (e.g., cycle time).
- Designing data collection protocols that minimize burden on customer-facing staff while ensuring accuracy.
- Integrating survey data with system-generated logs (e.g., CRM timestamps, call handling records).
- Establishing baseline performance using historical data while accounting for seasonal fluctuations.
- Deciding whether to use real-time dashboards or periodic reporting for journey performance review.
- Addressing data silos by defining cross-system data access protocols with IT and compliance teams.
Module 5: Change Management and Cross-Functional Implementation
- Identifying resistance points in departments that are not directly customer-facing but impact journey outcomes.
- Structuring improvement teams to include representatives from sales, service, operations, and support functions.
- Communicating process changes to frontline staff using job aids and scenario-based training.
- Negotiating role adjustments when process redesign eliminates or modifies existing responsibilities.
- Coordinating pilot testing across multiple locations with varying customer demographics.
- Documenting and socializing quick wins to maintain momentum during multi-phase rollouts.
Module 6: Governance, Control, and Sustaining Improvements
- Assigning process owners for end-to-end journey segments with clear accountability metrics.
- Integrating journey performance reviews into existing operational governance meetings.
- Designing audit checklists to verify adherence to revised workflows over time.
- Responding to out-of-control signals in journey KPIs using predefined escalation protocols.
- Updating control documents and training materials when process exceptions become frequent.
- Reassessing journey maps annually or after major organizational changes (e.g., system upgrades, M&A).
Module 7: Scaling and Adapting Methodologies Across Business Units
- Adapting journey templates to different product lines while maintaining core process standards.
- Deciding whether to centralize or decentralize Lean Six Sigma resources for journey projects.
- Customizing training content for regional teams operating under different regulatory environments.
- Harmonizing customer journey definitions across divisions that serve overlapping customer segments.
- Sharing improvement best practices through structured knowledge transfer sessions, not just reports.
- Managing competing priorities when multiple units request journey optimization support simultaneously.
