This curriculum spans the analytical and organisational challenges typical of a multi-workshop operational transformation program, addressing the same depth of process scrutiny and cross-functional coordination seen in enterprise-wide Lean Six Sigma deployments.
Module 1: Defining Service Efficiency in Complex Operations
- Selecting process boundaries for efficiency analysis when services span multiple departments with shared ownership
- Deciding between cycle time, cost per transaction, and labor utilization as primary efficiency metrics based on service type
- Mapping customer-defined value in non-tangible service outputs such as approvals, consultations, or digital access
- Identifying non-value-added steps in knowledge-intensive processes where work content varies significantly per case
- Resolving conflicts between standardization goals and professional discretion in service delivery (e.g., legal, medical, or advisory roles)
- Establishing baseline performance using historical data when process documentation is incomplete or outdated
Module 2: Process Mapping and Value Stream Analysis for Services
- Choosing between high-level SIPOC diagrams and detailed swimlane maps based on stakeholder engagement and process complexity
- Documenting handoffs between systems and personnel in hybrid digital-physical workflows (e.g., loan applications or insurance claims)
- Quantifying wait times between process steps in systems where timestamps are inconsistently recorded
- Integrating customer journey stages with internal process maps to align operational efficiency with experience outcomes
- Deciding whether to map "as-is" processes strictly or include observed workarounds that reflect actual practice
- Using process mining tools on ERP or CRM data when event logs lack uniform activity labels or case identifiers
Module 3: Root Cause Analysis in Service Delays and Defects
- Selecting between 5 Whys, Fishbone diagrams, and Pareto analysis based on data availability and team familiarity
- Investigating recurring errors in data entry processes where automation is partial and human input remains critical
- Attributing delays to systemic causes (e.g., approval bottlenecks) versus individual performance in peer-reviewed services
- Validating root causes through statistical correlation when controlled experiments are not feasible
- Managing stakeholder resistance when root cause findings implicate legacy systems or senior-level decision delays
- Documenting assumptions and data gaps in root cause conclusions to maintain auditability and defensibility
Module 4: Designing Standardized Work for Knowledge Services
- Defining minimum viable standardization for professional judgment-based tasks without stifling expertise
- Developing decision trees or checklists for exception handling in customer escalation workflows
- Integrating compliance requirements into standard operating procedures without creating redundant documentation
- Version-controlling service protocols in dynamic regulatory environments (e.g., financial services or healthcare)
- Training supervisors to enforce adherence while allowing documented deviations for edge cases
- Embedding standard work into digital platforms (e.g., CRM or case management systems) to reduce reliance on memory
Module 5: Implementing Flow and Pull Systems in Service Environments
- Setting WIP limits in service teams where demand fluctuates unpredictably (e.g., IT support or HR inquiries)
- Designing kanban boards for intangible work items with variable completion criteria
- Transitioning from batch processing to single-piece flow in back-office operations constrained by system limitations
- Aligning service team capacity with customer demand patterns when peak loads are seasonal or event-driven
- Introducing pull mechanisms in hierarchical organizations where work is traditionally assigned top-down
- Measuring flow efficiency by distinguishing active processing time from queue time in service logs
Module 6: Data-Driven Performance Monitoring and Control
- Selecting leading versus lagging indicators for service efficiency in real-time dashboards
- Establishing control limits for service metrics when historical data reflects unstable process conditions
- Responding to out-of-control signals without overreacting to common-cause variation in service cycle times
- Automating data collection from multiple sources when APIs or integration tools are restricted
- Defining escalation protocols for metric breaches that balance urgency with investigation rigor
- Revising performance targets after process changes to reflect new capability baselines
Module 7: Sustaining Improvements and Change Management
- Assigning process ownership in shared-service models where accountability is diffused across units
- Conducting regular gemba walks in virtual or remote service environments to observe actual work
- Updating training materials and onboarding programs after process redesigns to prevent regression
- Handling resistance from tenured staff when new efficiency measures alter established routines
- Institutionalizing improvement practices through operational reviews rather than project-based initiatives
- Auditing compliance with improved processes using random sampling when 100% monitoring is impractical
Module 8: Scaling Lean and Six Sigma Across Service Portfolios
- Prioritizing service lines for improvement based on strategic impact, feasibility, and customer pain
- Adapting DMAIC methodology for transactional processes with low defect rates but high volume
- Standardizing improvement templates across departments while allowing for domain-specific customization
- Resolving resource conflicts when multiple improvement projects require the same Black Belts or SMEs
- Integrating Lean Six Sigma governance with existing portfolio management and IT service frameworks
- Measuring ROI of efficiency initiatives using actual cost avoidance, not projected savings, for credibility
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