This curriculum spans the analytical and operational rigor of a multi-workshop value stream transformation program, equipping practitioners to apply Lean and Six Sigma techniques in real process environments—from frontline task standardization to enterprise-wide alignment of performance systems.
Module 1: Defining Value from the Customer Perspective
- Selecting customer segments for value analysis based on strategic alignment and data availability.
- Mapping explicit customer requirements to product features using Voice of Customer (VOC) data from surveys and interviews.
- Distinguishing between perceived value and functional performance in service versus manufacturing contexts.
- Establishing measurable criteria for value that align with delivery timelines, quality thresholds, and cost constraints.
- Resolving conflicts between internal operational metrics and externally defined value indicators.
- Updating value definitions in response to market shifts, regulatory changes, or technology disruptions.
Module 2: Identifying and Classifying Value-Added Activities
- Applying the three criteria for value-added work: customer willingness to pay, transformation of the product/service, and first-time correctness.
- Conducting time studies to quantify the proportion of value-added versus non-value-added effort in a process.
- Classifying inspection, rework, and setup tasks as non-value-added but necessary under current conditions.
- Using process flow diagrams to visually separate value-adding steps from transportation, delays, and storage.
- Aligning cross-functional teams on consistent definitions to prevent misclassification due to departmental bias.
- Documenting rationale for activity classification to support auditability and continuous review.
Module 3: Process Mapping for Value Stream Analysis
- Selecting the appropriate scope for a value stream map—departmental, end-to-end, or cross-enterprise.
- Collecting real-time cycle time, changeover time, and uptime data from shop floor systems or direct observation.
- Deciding whether to map current state only or include future state design in the initial engagement.
- Integrating data from ERP, MES, or service logs to validate handoff points and inventory levels.
- Managing stakeholder resistance when process maps expose inefficiencies or accountability gaps.
- Establishing ownership for maintaining and updating value stream maps as processes evolve.
Module 4: Eliminating Waste in Core Operations
- Prioritizing waste reduction initiatives based on impact on lead time, cost, and quality metrics.
- Implementing 5S in mixed-use environments where shared spaces complicate standardization.
- Reducing overproduction by aligning production schedules with actual pull signals instead of forecasts.
- Addressing motion waste in knowledge work by optimizing digital workflow paths and approval chains.
- Justifying investment in error-proofing (poka-yoke) devices by calculating defect cost avoidance.
- Monitoring rebound effects where eliminated waste reappears due to unchanged incentives or systems.
Module 5: Integrating Value Analysis with Six Sigma Projects
- Using SIPOC diagrams to identify value leakage points before defining DMAIC project scope.
- Aligning CTQ (Critical-to-Quality) trees with value-added criteria to ensure project focus on customer outcomes.
- Adjusting project charters when value-added analysis reveals root causes outside initial boundaries.
- Applying process capability analysis only to steps confirmed as value-added or necessary non-value-added.
- Resolving tension between Six Sigma’s variation reduction goals and Lean’s flow optimization objectives.
- Documenting how control plans sustain value-added improvements beyond project closure.
Module 6: Sustaining Value Through Standard Work and Kaizen
- Developing standardized work documents that reflect only value-added sequences and timing.
- Training team leaders to audit compliance without discouraging frontline problem-solving.
- Structuring kaizen events around validated value stream gaps rather than anecdotal pain points.
- Measuring kaizen success by sustained reduction in non-value-added time, not just short-term output gains.
- Integrating visual management tools to make deviations from value-adding work immediately visible.
- Rotating improvement ownership across shifts and roles to prevent siloed understanding of value.
Module 7: Scaling Value-Added Practices Across the Enterprise
- Selecting pilot units for value transformation based on strategic importance and change readiness.
- Adapting value definitions and tools for different business units with distinct customer bases.
- Aligning performance management systems to reward value-added throughput, not just cost reduction.
- Building internal coaching capacity to support consistent application of value analysis methods.
- Integrating value metrics into management review boards to maintain executive focus.
- Conducting periodic value audits to detect mission drift and rework accumulation over time.
