Lean for Service Processes

Lean for Services Manager Awareness

A five day certificate program offered jointly by:

prod_logo_100.png The Ohio State Fisher College of Business

Columbus, OH

Spring Session 2018

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Program Description

The Lean for Service Processes Certificate Program is a 5-day fully-accredited program designed to start you on the path to continuous improvement! Learn how to eliminate backlogs, failure demand (rework) and other inefficiencies while improving customer service and employee satisfaction!

Change your Business Before Someone Else Does... 

Productivity has spent the last 30+ years helping organizations change their status quo with the implementation of Lean techniques. We have seen firsthand the benefits Lean brings to an organization like yours, in customer service, HR, accounting, sales and marketing, product and service operations, and more.

Becoming a Lean company will speed your time to market. Lean will also provide increases in capacity, quality and employee satisfaction, eliminate non-value-added activities, and reduce downtime and waste.

This Lean for Service Processes program is specifically designed to teach you the fundamental techniques needed to start a Lean effort in your organization. In just 5 days you’ll learn 9 foundational Lean techniques and how they fit together to create a systemic process for identifying and eliminating service inefficiencies and process waste.



Program Objectives

Discover how Lean can help:

  • Continuously improve customer satisfaction by improving quality at the source and reducing lead-time for your customers.
  • Systemically and repeatedly identify process inefficiencies so they can be reviewed and eliminated.
  • Eliminate back-logs and failure demand – the work created when a task is not carried out correctly the first time.
  • Reduce absenteeism and turnover by creating more value-added work.
  • Make processes visible so everyone can monitor daily progress to achieve improvement goals.
  • Increase process capacity so more value-adding work can be performed with existing resources.


Benefits of attending
You will understand how these principles apply to your department and processes and how you can develop your “leadership legacy” through the implementation of these Lean techniques.

Upon completion of this 5-day program, you will be awarded the Lean for Service Processes Certificate and earn 4 Continuing Education Units from The Ohio State University.



Who Should Attend

Vice Presidents, Directors, Managers, Change Agents, and Department Heads in service functions such as:

• Sales & Marketing • Human Resources • Customer Service • Logistics & Distribution
• Operations • MIS/IT • R&D • Finance


And anyone charged with improving departmental or organizational effectiveness in a service industry organization or the support service functions inside any organization.



Program Curriculum

8am - 5pm

Lean and the Customer Experience
This module will introduce the fundamental principles of Lean in a service environment. Participants will learn the cornerstones of a lean system, how lean supports a customer-focused strategy, how to translate lean theory into action, and Lean’s overall impact on quality, cost and security.

High Level Process Mapping – SIPOC
Process mapping is a key technique in a service-based Lean initiative as it helps us “see” the process. This module will introduce you to SIPOC, a process-mapping technique that summarizes process inputs and outputs, making existing processes visual and highlighting inherent wastes. SIPOC stands for Supplier, Input, Process, Output, Customer which forms the columns of the table. Participants will learn how to use the technique to identify improvement opportunities, define project scope and outline project objectives.

Value Demand and Failure Demand
This module will introduce you to the concept of Failure Demand, the non-value-added work generated when you didn’t get it right the first time. Understanding Failure Demand is essential to seeing the enormous potential of improvement that exists in the organization and how Lean can address it. Elimination of Failure Demand creates extra capacity that can be used to get more accomplished with existing resources and generate new revenues for the organization.

Learning to see Waste
Understanding how to identify waste in your processes is the first step to removing it. In this module we will explore the main wastes found in service activities and how one waste often generates another, eventually leading to failure demand. We will explore how Lean techniques address and eliminate these wastes in a holistic way.

8am - 5pm

Value Stream Mapping for Value Stream Management
This module presents a step-by-step methodology for value stream management (VSM) – the cornerstone to planning and organizing lean activities in all process.

  • Define the scope of analysis for value streams and processes.
  • Define service families.
  • Link VSM with other forms of analysis including SIPOC (supplier-input-process-output-customer).
  • See the flow of value in end-to-end processes.
  • Define and measure process performance indicators.
  • Gather the upstream and downstream information needed to make fact-based decisions for your lean plan and eliminate non-value-added activities.

In this module you will learn how to create a value stream map and how to scrutinize the data it reveals to find the weaknesses and wastes within a process. This information will guide your tactical plan for transformation. Using the Value Stream Analysis process, you will discover how to respond to customer demand and its variability; how to transform processes by establishing response models adapted to each type of demand; and how to establish continuous flow in day-to-day operations.

You will see real-life examples from service enterprises, and manufacturing support services.

8am - 5pm

Workplace & System Organization: 5S’s, Visual Standards and Standardized Work for Process Stability
This module will teach you the objectives and implementation steps for 5S and for developing a visual management system. We explore how a visual system ensures adherence to standards and learn how to share best practices that enable cross-training.

We will understand how this relates to Standard work, central to achieving and sustaining the lean enterprise. Standard work demands adherence to today’s best practices and must be imbedded in all we do, from standard operations in the workplace to standardized policies and procedures. Standard work is a key element in the elimination of waste, reduction of variation, and in achieving balanced and synchronized processes.

In this module, participants will learn a proven methodology to develop standard work routines and how to apply document control and visual workplace principles and techniques to train others in the new best practice, or standard work.

Visual Flow Management
Visual management lies at the heart of lean. In this module we take an in-depth look at the importance of making activities visible, and the development of a visual system that allows managers and team members to manage activities and monitor performance.

Discover different ways of scheduling activities according to specific features of flow and demand. In this interactive module, you will see examples of flow management specific to different process characteristics, and learn how to develop your own perspective and build custom models for your processes.

Examples explored come from finance, IT, healthcare, laboratories, and/or sales. You will understand how to build leading indicators.

8am - 5pm

Performance Management – KPI’s, creating dashboards
Building on the week’s earlier learning, we will further explore the concepts of leading and lagging indicators, and how to make the link between visual flow management and performance management. You will also examine the construction of visual team boards for team activities, and learn how these help to generate continuous improvement.

Team-Based Problem-Solving and A3
Once teams are engaged in managing their daily activities, they are able to enter into problem solving. A3’s are mechanisms for capturing the Plan-Do-Check-Act cycle on a single sheet of large-format paper. A3 provides a visual that guides progress, incorporates changes to the plan, and fosters communication. Learn how to construct a good A3 and, more importantly, how to use it to manage improvement.

8am - 12pm

Week in Review
Taking it Back Home: Outlining Your Implementation Roadmap

In this final session we will take a look back at the week, summarizing the key learning points and looking at how the lessons learned can be used to address your business issues. Each participant will work to define next steps that will launch lean initiatives in their work environment.




Price: $3,015.00

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The Blackwell

Accommodations: A block of rooms is being held for Productivity Inc. Lean Primer attendees at The Blackwell Hotel on The Ohio State University campus. Address: 2110 Tuttle Park Place, Columbus, Ohio 43210.

Productivity Inc. attendees receive a reduced rate of $145.00 per night, single or double occupancy. Rate includes hot buffet breakfast. Please call 614.247.4000 or toll-free 866.247.4003 for reservations, and identify yourself as a Productivity Inc. Lean Primer Certificate program attendee. The special rate will be available until four weeks prior to the event; after this date the hotel cannot guarantee availability.

For more information on The Blackwell Hotel, please visit www.theblackwell.com. The hotel is approximately 8 miles from the Columbus International Airport.

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Cancellation policy: Prior to the start of the session, registrations may be transferred to a colleague without charge. To be considered for a refund, we must receive notification of cancellation in writing no later than 30 business days prior to the event. Cancellations received within 30 business days of the start of a program are subject to the full registration fee; this money will be held on account for up to one year for use at a future workshop or conference. Cancellations received within 10 business days of the start of a program will be assessed a fee equal to 20% of the registration fee; the remainder of the fee will be held on account for up to one year for use at a future workshop or conference. If no notification of cancellation is provided, registration fees will be forfeited. There is a $200 processing fee for all cancellations. No refunds or credits will be issued once a session is underway. On rare occasions, circumstances may make it necessary to cancel or postpone an event. We encourage attendees to book refundable/reusable airline tickets. We will not be responsible for incidental costs incurred by registrants.

By registering for this event, the registrant hereby acknowledges and agrees that any photographs or videos taken during the event may be used in marketing efforts, including but not limited to news and promotions (web/print) without compensation to the registrant.

Note: All registrant applications will be evaluated for acceptance into the program. Consultants and university faculty may not be permitted to attend this event.

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      OE ISSUE 22 NEWSLETTER cover.jpg

Click here to read a case study on the importance of making processes visible in Issue 22 of our Operational Excellence Newsletter.