Day 1: Value, Waste, and Process Flow

Value from the Customer Perspective

• Define genuine customer process needs
• Separate necessary work from non-value activity
• Identify steps caused by system weaknesses
• Reclassify steps within a service flow

Forms of Organizational Waste

• Observe waiting, transport, motion, repetition, inventory
• Identify overprocessing and unused reports
• Expose blocked decision rights wasting capability
• Run a focused Lean waste walk

Value Stream Map

• Map information, work, time across stages
• Show WIP and bottleneck points
• Compare value-adding time with lead time
• Create a current-state value-stream map

Day 2: Pull, Capacity, and Standard Work

WIP and Pull

• Explain how over-starting work slows completion
• Use WIP limits to protect flow
• Choose demand signals for service/production
• Simulate flow under different WIP limits

Capacity and Flow Balance

• Distribute work by demand and throughput
• Protect constraints from avoidable interruption
• Reduce priority switching during active work
• Design operating rule for a team

Standardizing the Best Current Method

• Define expected sequence time and quality
• Involve performers in writing the standard
• Use standards to expose deviations/opportunities
• Prepare a standard for recurring work

Day 3: Visual Management, Kaizen, and Lean Sustainability

Applied Visual Management

• Make work status/obstacles visible
• Use visual signals linked to decisions
• Prevent boards becoming static reports
• Design a daily flow board

Applied Short-Cycle Kaizen

• Choose contained problem team can influence
• Test change and measure its effect
• Update standard after results are demonstrated
• Run a miniature Kaizen workshop

Lean Manager Behavior

• Go to workplace before judging problem
• Use questions helping teams uncover causes
• Remove obstacles beyond team authority
• Design weekly leader routine with observation

• Value-stream maps showing work time and information flow
• WIP and pull simulations demonstrating completion effects
• Visual-management and standard-work exercises
• A Kaizen workshop comparing results before and after change