The curriculum spans the full lifecycle of process improvement work seen in multi-workshop Lean deployments, from initial process mapping and KPI design through root cause analysis, workflow optimization, and the integration of standardization and technology, reflecting the iterative problem-solving and cross-functional coordination required in ongoing internal capability programs.
Module 1: Process Identification and Value Stream Mapping
- Selecting core versus support processes for improvement initiatives based on customer impact and operational cost
- Conducting cross-functional workshops to validate process boundaries and handoffs across departments
- Deciding between current-state and future-state mapping priorities when resources are constrained
- Integrating time, defect, and rework data into value stream maps to quantify waste
- Handling resistance from process owners during process documentation due to perceived performance scrutiny
- Standardizing notation (e.g., BPMN vs. Lean VSM) across teams to ensure consistency in documentation
Module 2: Performance Measurement and KPI Development
- Choosing between lead and lag indicators for process performance based on decision-making needs
- Aligning KPIs with strategic objectives while avoiding metric overload across departments
- Defining operational definitions for metrics to ensure consistent data collection across shifts and locations
- Implementing automated data collection versus manual reporting based on system capabilities and accuracy requirements
- Addressing data latency in real-time dashboards when source systems lack integration
- Revising KPIs after process redesign to reflect new workflows and eliminate obsolete metrics
Module 3: Root Cause Analysis and Problem Solving
- Selecting between 5 Whys, Fishbone diagrams, and Pareto analysis based on problem complexity and data availability
- Facilitating root cause sessions with multidisciplinary teams while managing conflicting interpretations
- Validating root causes with data rather than consensus to prevent confirmation bias
- Deciding when to escalate systemic issues to executive leadership versus resolving locally
- Documenting and tracking countermeasures to ensure implemented changes address verified causes
- Managing scope creep in problem-solving efforts when multiple contributing factors emerge
Module 4: Lean Waste Elimination and Flow Optimization
- Classifying non-value-added activities as necessary or pure waste during process walkthroughs
- Redesigning workflow sequences to reduce handoffs and batch processing in service operations
- Implementing pull systems in knowledge work environments where demand fluctuates unpredictably
- Balancing takt time with capacity constraints in mixed-skill or shared-resource teams
- Addressing employee concerns when eliminating redundant roles or steps identified as waste
- Measuring the impact of flow improvements on cycle time versus defect rates post-implementation
Module 5: Standardization and Work Instruction Design
- Developing tiered work instructions for varying skill levels without creating excessive documentation
- Integrating visual controls into standard work to support rapid error detection on the floor
- Updating standard operating procedures after process changes while ensuring version control
- Training supervisors to audit compliance with standards without fostering punitive cultures
- Adapting standardized processes for regional or regulatory differences in global operations
- Using gemba walks to validate that documented standards reflect actual work practices
Module 6: Continuous Improvement Program Governance
- Structuring improvement project intake and prioritization based on ROI and strategic alignment
- Assigning accountability for sustainment of improvements when project teams disband
- Integrating Lean initiatives with existing project management offices and governance frameworks
- Measuring improvement program effectiveness beyond cost savings (e.g., capability development, cultural impact)
- Managing resistance to change by aligning improvement goals with departmental incentives
- Rotating improvement team membership to spread capability while maintaining continuity
Module 7: Technology Integration in Process Management
- Evaluating BPM tools versus low-code platforms for automating standardized processes
- Designing process mining queries to detect deviations from standard workflows in ERP logs
- Ensuring data quality in automated performance dashboards by validating source system accuracy
- Integrating Lean metrics into existing ERP or CRM systems without custom development
- Assessing the feasibility of real-time alerts for process exceptions based on system latency
- Aligning digital transformation roadmaps with Lean objectives to avoid automation of waste
Module 8: Sustaining Performance and Change Management
- Designing layered audit systems to monitor process adherence across shifts and locations
- Establishing feedback loops from frontline staff to improvement teams for rapid issue resolution
- Conducting periodic process health checks to detect regression after initial gains
- Embedding improvement expectations into performance reviews for operational managers
- Managing turnover in key process roles by maintaining institutional knowledge in documentation
- Scaling improvement practices across business units while adapting to local context
