Founder-led training programme
Lean Management & Process Improvement Training
See where work stalls, why defects recur and which controlled change deserves attention first.
Equip process owners to map real workflow, investigate causes, design clearer standard work and govern a practical improvement backlog without overstating expected gains.
Duration: 1 to 2 Days.
One or two applied days, confirmed against the cohort and workflow scope.
Format: Public Online · Private Online · Private On-Site.
One realistic service, administrative or operational workflow.
Level: all_levels.
A current-state map, future-state design and improvement backlog.
Overview
What this programme covers
Map the current workflow, distinguish value from avoidable effort and design a controlled improvement with owners and measures.
A process can stay busy while customers and colleagues wait. Work is handed between roles, information is entered again, defects return for correction and urgent exceptions displace planned activity. Lean management provides a disciplined way to make that flow visible and improve it without assuming every delay has the same cause. Participants map a live or anonymised service or operational workflow, distinguish customer value from necessary control and avoidable effort, investigate a priority problem and design a more coherent future state. They translate that design into standard work and an improvement backlog with owners, measures and review points. The programme develops practical process-improvement judgement rather than promising a predefined saving. It does not certify a Lean system, replace specialist safety or regulatory review, or guarantee that a proposed change will produce a particular operational result.
Evidence standard
Evidence and learning boundaries
Learning is evidenced through the accuracy of the workflow map, the quality of cause analysis, the logic of the future-state design and the controls recorded in the improvement backlog. Participation alone does not demonstrate adoption, and the programme makes no promise about savings, cycle time or defect reduction.
Learning outcomes
What participants will learn
Participants learn to diagnose flow, investigate causes and set proportionate standard work and improvement priorities.
Map a current workflow across roles, information, decisions and handoffs so delay, rework, queues and recurring exceptions become visible.
Distinguish customer value, necessary control and avoidable activity without removing work simply because its purpose is poorly explained.
Use proportionate root-cause analysis to test why a priority process problem recurs before selecting an improvement action.
Design clearer future-state flow and standard work while retaining required judgement, controls and escalation routes.
Create an improvement backlog with owners, process measures, review points and evidence needed before wider adoption.
Programme structure
Programme modules
Four stages move from customer value and current-state truth through root causes to a governed future-state backlog.
Make the current flow visible
Participants map one live or anonymised workflow from demand to completed outcome, following people, information, decisions, queues and rework. They compare the documented process with what actually happens and identify where effort accumulates without advancing the work. The map records exceptions and controls instead of reducing the process to an idealised straight line.
Investigate causes, not labels
The cohort selects a material source of delay, error or uneven handoff and tests possible causes using available evidence. Participants separate observation from inference, look beyond individual blame and identify what remains unknown. The aim is a problem statement and cause hypothesis strong enough to guide a controlled experiment, not a dramatic conclusion built on limited data.
Design flow and standard work
Participants sketch a future state that reduces unnecessary movement, waiting, duplication or correction while protecting necessary approvals and expert judgement. They define the clearest known way to perform repeatable work, identify triggers and exceptions, and consider what colleagues need to adopt the change. Standard work remains reviewable rather than being treated as permanent doctrine.
Run a governed improvement cycle
The final module turns the future-state design into a prioritised improvement backlog. Participants define owners, small tests, process measures, evidence collection and review timing, then decide what should be adopted, adjusted or stopped. The cycle creates a disciplined learning rhythm without presenting early activity or isolated movement in a metric as sustained improvement.
Audience
Who this is for
Best suited to people who understand a live workflow and can involve those responsible for its handoffs, controls and customer outcome.
Process owners responsible for service, administrative or operational workflows and their performance.
Managers and team leaders addressing recurring delay, rework, queues or uneven handoffs.
Improvement colleagues supporting teams to investigate causes and test practical process changes.
Cross-functional groups able to examine one realistic workflow and own the resulting experiments.
Fit check
Pause before booking when
People seeking formal Lean accreditation, specialist manufacturing engineering or software-product instruction.
Teams expecting immediate headcount reduction or guaranteed savings from a short mapping exercise.
Organisations unwilling to involve process knowledge holders or protect safety, legal and regulatory controls during redesign.
Delivery and pricing
Choose the route that fits the cohort
The workflow, participant roles, available evidence and operating environment determine the preparation and appropriate facilitated format.
Delivery
Private online process lab
A remote process laboratory brings the selected workflow into a shared mapping space for one authorised team. Joining arrangements identify role coverage, access needs and the treatment of operational evidence before participants begin tracing flow.
Delivery
On-site improvement workshop
An in-person improvement session lets process owners and contributors inspect handoffs in their operating context. Room arrangements, workflow access and relevant safety, privacy or regulatory constraints are settled for this particular cohort.
Delivery
Workflow evidence preparation
The sponsor identifies a bounded process, its knowledge holders and whatever non-sensitive evidence can help participants understand demand, queues, errors or exceptions. Preparation should not expose personal data or imply that existing measurements are complete.
Delivery
Improvement-cycle review
An optional improvement-cycle checkpoint can inspect test observations, process measures, adoption barriers and control effects before backlog priorities change. Operational sponsors still own approval, consultation and benefit validation beyond the learning work.
£345 to £545
Public Online
A scheduled cohort includes only the tuition, process exercises and materials described for its published date.
£2,900 to £3,800 / £4,800 to £6,500
Private Tutor-Led
Organisational Lean delivery is valued according to workflow scope, role coverage, venue or platform choice and evidence preparation.
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On-Demand
Implementation support or review is included only when its activities, ownership and boundaries are explicitly commissioned.
Founder-led delivery
Tobi Akiode
Founder-led facilitation focused on workflow evidence, root-cause discipline and accountable continuous improvement.
Tobi Akiode personally leads Lean Management & Process Improvement Training and connects process flow with operational ownership, data, controls and practical implementation. Participants provide the process knowledge and remain accountable for validating causes, protecting required controls and approving any experiment used after the training.
The founder-led scoping conversation establishes the process boundary, participating roles and intended learning outputs before delivery is proposed. Written scope makes clear that the programme facilitates capability and working documents; it does not certify the organisation’s process or assume authority for operational change.
Questions
What buyers usually ask before booking
Clarify the Lean scope, practical outputs, workflow selection, implementation responsibility, evidence boundaries and delivery commissioning process.
Is this programme only for manufacturing processes?
No. The underlying work can be a service, administrative or operational workflow, provided it has a recognisable demand, sequence, outcome and people who understand its normal and exceptional paths. The discovery conversation checks whether the selected process is bounded enough for applied learning and whether specialist safety or regulatory input is needed.
Which Lean tools are used during the training?
Lean methods are selected according to the workflow question rather than taught as a vocabulary list. Participants may use mapping, cause analysis, standard-work thinking and iterative improvement where each supports the decision. This programme awards no formal method credential; the commercial terms name any technique the cohort genuinely needs.
What process should participants bring?
Choose a workflow with recurring delay, rework, handoffs or unclear flow and with participants who understand how it actually operates. It may be anonymised. Avoid a process whose critical safety, legal or regulatory questions cannot be represented by the attending cohort, because training should not bypass specialist governance.
Which process-improvement documents will participants create?
Participants create a current-state map, a reasoned future-state design and an improvement backlog. Each output names its owner, measure and decision point, but remains a working learning artefact rather than an independently assured process design. Proposed changes still require validation, consultation, testing and approval through the organisation’s normal operating controls.
How are scope, delivery and fees confirmed?
The workflow boundary, participating roles, facilitation environment, access requirements and information safeguards establish the programme shape. Lean Management commercial terms then identify the delivery date, price, tuition, preparation and client duties. Process owners can question dependencies and governance exclusions before accepting the engagement. This preserves specialist authority outside facilitated method practice.
Ready to choose a time?
Book a focused discovery call when a conversation is the right next step.
Use this when you want to talk through an event, workshop, service or training need and agree the practical next step. Bring the challenge, desired outcome, timing and any constraints worth considering.
Choose an Event / Workshop Discovery time
This booking captures the meeting time. Use the enquiry route instead if you need to send context, files or a detailed brief first.