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Lean Leadership in Lean Management, Six Sigma, Continuous improvement Introduction

Lean Leadership in Lean Management, Six Sigma, Continuous improvement Introduction

$198.00
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Includes a practical, ready-to-use toolkit containing implementation templates, worksheets, checklists, and decision-support materials used to accelerate real-world application and reduce setup time.
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What does the Lean Leadership in Lean Management, Six Sigma, Continuous course cover?

Lean Leadership in Lean Management, Six Sigma, Continuous is covered here in 7 modules: Establishing Lean Leadership Accountability and Governance, Aligning Strategy with Value Stream Execution, Leading Daily Management Systems and 4 more. The outline lists 42 specific topics, opening with define executive sponsorship roles with clear KPIs tied to process cycle time reduction and first-pass yield improvements across business units.

How do you approach Lean Leadership in Lean Management, Six Sigma, Continuous step by step?

The work is sequenced in 7 stages. It starts with Establishing Lean Leadership Accountability and Governance, moves through Aligning Strategy with Value Stream Execution and Leading Daily Management Systems, and ends at Measuring and Communicating Lean Impact. Each stage carries its own topic list, so the sequence is followed rather than summarised.

What is in Module 1 of the Lean Leadership in Lean Management, Six Sigma, Continuous course?

Module 1 is Establishing Lean Leadership Accountability and Governance. It works through define executive sponsorship roles with clear KPIs tied to process cycle time reduction and first-pass yield improvements across business units., implement a tiered performance review system that integrates lean metrics into operational reviews at plant, regional, and corporate levels., allocate capital budgets based on validated lean project ROI, requiring stage-gate.

How is the Lean Leadership in Lean Management, Six Sigma, Continuous course delivered?

The Lean Leadership in Lean Management, Six Sigma, Continuous course is fully self-paced with immediate online access after enrolment. Access does not expire and future updates are included at no cost. It can be taken on any device, and a certificate of completion is issued by The Art of Service when you finish.

How much does the Lean Leadership in Lean Management, Six Sigma, Continuous course cost?

The Lean Leadership in Lean Management, Six Sigma, Continuous course is $198 as a one time payment. There is no subscription, no per seat licence and no hidden fee. Enrolment carries a 30 day satisfied or refunded guarantee, so it can be assessed in full before you commit.

Closely related courses: Lean Six Sigma Toolkit, Lean Six Sigma in Lean Management, Six Sigma, Continuous, Accelerate Lean Six Sigma Mastery, Lean Management, Six Sigma, Continuous improvement.

More answers: what you get with every course, refund policy, all help answers.

This curriculum spans the design and implementation of enterprise-wide lean governance, daily management, and capability systems, comparable to a multi-phase operational transformation program led by a central center of excellence.

Module 1: Establishing Lean Leadership Accountability and Governance

  • Define executive sponsorship roles with clear KPIs tied to process cycle time reduction and first-pass yield improvements across business units.
  • Implement a tiered performance review system that integrates lean metrics into operational reviews at plant, regional, and corporate levels.
  • Allocate capital budgets based on validated lean project ROI, requiring stage-gate approvals with documented baseline and forecasted savings.
  • Design escalation protocols for stalled improvement initiatives, including mandatory root cause reviews by the operations steering committee.
  • Standardize executive dashboards to display real-time lean indicators such as takt time adherence, defect escape rates, and value-added time ratios.
  • Establish a governance policy requiring lean impact assessments for all major organizational changes, including M&A integration plans.

Module 2: Aligning Strategy with Value Stream Execution

  • Conduct annual value stream prioritization workshops using capacity-constrained resource analysis to determine improvement sequencing.
  • Map end-to-end value streams across departments, identifying handoff delays and non-value-added approvals in order-to-cash and quote-to-build flows.
  • Link strategic objectives to specific kaizen event backlogs with resource-loaded project plans and dependency tracking.
  • Deploy value stream managers with P&L accountability and authority over functional resources within their stream.
  • Implement a pull-based resource allocation model for improvement projects, replacing ad-hoc task force assignments.
  • Integrate value stream performance data into quarterly strategic planning cycles to adjust targets and resource deployment.

Module 3: Leading Daily Management Systems

  • Design tiered daily huddles with standardized visual controls, escalation paths, and action tracking for frontline supervisors and managers.
  • Deploy electronic andon systems with automated alerts to leadership when key process indicators breach predefined thresholds.
  • Train leaders to conduct gemba walks using structured checklists focused on process adherence, safety, and employee engagement.
  • Implement a closed-loop corrective action system for issues identified in daily reviews, with SLA-based resolution timelines.
  • Standardize performance boards at each operation level to display real-time data on quality, delivery, cost, and safety.
  • Enforce accountability by requiring leaders to document decisions and follow-ups from daily management meetings in a shared system.

Module 4: Developing Capability Through Coaching and Mentorship

  • Deploy a tiered coaching model where Black Belts mentor Green Belts, who in turn coach process owners in problem-solving techniques.
  • Create standardized problem-solving playbooks for common failure modes, including A3 templates and control chart interpretation guides.
  • Implement a skills matrix to track employee proficiency in lean tools and assign development plans based on role requirements.
  • Conduct biannual calibration sessions to assess coaching effectiveness using direct observation and project outcome data.
  • Assign improvement project ownership to high-potential employees with structured coaching milestones and progress reviews.
  • Integrate lean capability assessments into promotion and succession planning processes for supervisory and managerial roles.

Module 5: Sustaining Improvement Through Standard Work and Control Systems

  • Document standard work for all critical processes using time-sequence-function charts and visual work instructions accessible at point of use.
  • Implement process control plans with defined inspection frequencies, measurement methods, and response protocols for out-of-control conditions.
  • Deploy mistake-proofing (poka-yoke) devices at high-defect risk process steps and validate effectiveness through pilot testing.
  • Conduct monthly standard work audits with cross-functional teams to verify compliance and identify improvement opportunities.
  • Integrate standard work updates into change management systems to ensure revisions are communicated and trained before implementation.
  • Link process deviation tracking to corrective action systems, requiring root cause analysis for repeated non-conformances.

Module 6: Scaling Lean Across the Enterprise

  • Develop a centralized improvement project repository with standardized naming, status tracking, and benefit validation protocols.
  • Implement a stage-gate review process for enterprise-wide deployments, requiring proof of concept and scalability assessment.
  • Establish a center of excellence with dedicated resources for methodology governance, tool development, and audit support.
  • Roll out lean software platforms with workflow automation for project management, FMEA tracking, and control plan maintenance.
  • Conduct cross-functional replication workshops to transfer proven improvements between sites or business units.
  • Adapt lean practices for non-manufacturing functions by defining value streams in HR, finance, and IT service delivery.

Module 7: Measuring and Communicating Lean Impact

  • Define a standardized set of enterprise-wide lean metrics including lead time, process capability (Cp/Cpk), and cost of poor quality.
  • Implement a benefits validation process requiring pre- and post-implementation data with statistical significance testing.
  • Produce quarterly lean performance reports segmented by business unit, value stream, and improvement type.
  • Conduct value capture reviews with finance to reconcile projected savings with actual P&L impact.
  • Develop internal communication plans to share improvement results using case studies, visual dashboards, and leader-led forums.
  • Track cultural indicators such as employee suggestion participation rates and improvement hours per employee to assess engagement.
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