Certified Lean Service Professional (CLSP)

Session 02: Translating Lean Thinking into Lean Action

This session demonstrates how Lean Thinking can be integrated into a service management initiative with dramatic and instant beneficial results.  At the core of the activities is the Lean Service Management™ program simulation designed to provide an interactive, experiential learning environment.

This session is comprised of one lesson describing the ten step program:


Lesson 07: The Lean Service Management program - Steps 1-3

This lesson describes the ten steps of the Lean Service Management™ program and includes a unique simulation.  The program and this lesson span how to foster a Lean approach within a service organization, the establishment and operation of a Lean Office, through to sustaining a Lean based, selective, cost effective, continuous improvement strategy.

  • Lean Service Management – Ten steps to beneficial continuous improvement
  • Integrating the Lean approach into an existing service management strategy
  • Step 1: Foster Lean Thinking
  • Step 2: Formalize, Socialize, Mobilize Lean
  • Step 3: Establish the Lean Office – the Service Opportunity Board

Back to Top

Step 4: Select a Lean Project

  • Targeting a customer community or line of business
  • Common problem areas
  • Listening to the ‘voice of the customer’
  • Define the value statement and customer expectation
  • Establish the problem hypothesis
  • Finding and adding the evidence
  • Requests – the most important aspect
  • Incidents – a vital source of evidence
  • Problems – statement of impact
  • Change – an occasional cause

Back to Top

Lean Service Management Step 5: The Lean Event

  • Introduction to the service request workshop (SRW) – Point Kaizen
  • SRW pre-planning, operation, post analysis
  • Defining the service request
  • Mapping to customer results
  • Managing the phases of the SRW Lean Event

Back to Top

Lean Service Management Step 6: Gain Visibility of Lean Consumption

  • The customer perspective – mapping lean consumption

Back to Top

Lean Service Management Step 7: Gain Visibility of Lean Provision

  • The provider perspective – mapping lean provision
  • Mapping activities to problem areas
  • Determining takt time
  • Value stream costing
  • Making and reconciling observations
  • Classifying identified waste

Back to Top

Lean Service Management Step 8: The Gen Principle

  • Just the facts - stating the problem
  • Gemba – moment of truth
  • Genjitsu – actual facts (observed data)
  • Gembutsu – Actual product or service
  • Linking Lean Event observations to problem statements
  • Getting traction - adding the resulting impact
  • The four key impact perspectives
  • Cause analysis, types of causes, methods
  • Task, change analysis
  • Control barrier analysis – 80/20 rule
  • The illusive root cause
  • Defining cause statements
  • Translating problems into opportunities for improvement

Back to Top

Lean Service Management Step 9: Define the Solution (Improvement) Statement

  • Types of corrective actions
  • Jidoka – automation
  • Jishuken – learn by doing
  • Mistake (Error) Proofing
  • The solution list
  • Ranking and selecting the solution set
  • Define benefit statements
  • Drafting action plans
  • Defining the solution statement

Back to Top

Lean Service Management Step 10: Deployment and Diffusion

  • Lean Deployment Models
  • Enterprise (business) transformation - default
  • Scalable (organization unit driven)
  • Targeted (Problem-solving)
  • Grass Roots (Bottom-up)
  • Implement, verify desired results
  • Apply the Solution Statement
  • Stabilize and Realize Benefit
  • Lean Diffusion

Back to Top