Founder-led training programme
Operational Performance Improvement Methodologies
Choose the improvement method that fits the evidence, problem type and operating conditions.
Compare Lean, DMAIC, PDCA, Kaizen and root-cause approaches, then build an improvement charter and ninety-day action plan around a real operational workflow.
Duration: 1 Day.
One-day advanced programme combining method comparison, applied diagnosis and action planning.
Format: In-Person / Virtual.
Facilitated virtual or in-person delivery, confirmed for the agreed cohort and context.
Level: advanced.
Operational leaders and improvement practitioners selecting methods for real performance gaps.
Overview
What this programme covers
Diagnose the problem first, select a proportionate improvement method and establish ownership for testing and sustaining the change.
Improvement work can stall when teams reach for a familiar tool before they understand the problem. A waste-reduction exercise, statistical investigation, rapid test or root-cause analysis serves a different purpose; treating them as interchangeable can create activity without control. This programme helps operational leaders and improvement practitioners diagnose the shape of a performance gap before selecting a method. Participants compare Lean, Six Sigma DMAIC, PDCA, Kaizen and structured root-cause analysis, including the evidence each approach needs and the situations in which it may be disproportionate. They apply that judgement to a live or carefully anonymised workflow, define a focused improvement charter and sequence a ninety-day action plan. The close establishes leading indicators, ownership and review points. The programme develops method-selection and governance capability; it does not certify participants or promise a quantified performance gain.
Evidence standard
Evidence and learning boundaries
Learning is evidenced by the quality of the problem framing, the participant’s method-selection rationale and the completeness of the improvement charter and ninety-day plan. These outputs show applied judgement during the programme; they do not establish certification or guarantee an operational result.
Learning outcomes
What you will be able to do after this course
Participants should be able to justify method choice, frame an improvement charter and define evidence for the next review.
Frame an operational performance problem with a clear boundary, evidence base and distinction between symptoms and likely causes.
Compare Lean, DMAIC, PDCA, Kaizen and root-cause approaches by purpose, evidence requirement, pace and governance burden.
Select a proportionate improvement method for a live workflow and explain why plausible alternatives were not chosen.
Construct an improvement charter that states the problem, scope, stakeholders, assumptions, measures and ownership.
Sequence a ninety-day action plan with leading indicators, review points and explicit conditions for adapting or stopping the work.
Programme structure
Programme modules
The sequence covers problem framing, method selection, applied investigation and a governed ninety-day improvement plan.
Frame the performance problem
Participants examine a workflow where expected and actual performance differ. They define the boundary, separate symptoms from possible causes and identify what the existing evidence can and cannot support. This prevents a broad aspiration such as improve efficiency from becoming an untestable project or an excuse to deploy a preferred tool.
Choose the methodological fit
The cohort compares Lean, Six Sigma DMAIC, PDCA, Kaizen and structured root-cause analysis by the decision each method supports. Participants consider process stability, data availability, risk, urgency and stakeholder involvement, then use a selection matrix to justify a proportionate route rather than mixing methods without purpose.
Charter the improvement work
Participants turn their chosen route into an improvement charter. They specify the problem statement, operating boundary, stakeholders, evidence gaps, measures, assumptions and accountable owner. Structured challenge is used to expose scope creep, solution-first thinking and measures that could encourage the wrong behaviour before the plan moves into delivery.
Govern the first ninety days
The final module sequences investigation, testing, implementation and review across a ninety-day horizon. Participants distinguish leading indicators from lagging outcomes, assign ownership and define decision points for continuing, adapting or stopping an intervention. The result is a controlled action plan, not a promise that one method will solve every cause identified.
Audience
Who this operational performance training is for
Built for people who can examine a real workflow, involve process owners and carry an improvement charter into delivery.
Operational leaders accountable for improving the performance of a service, process or production workflow.
Continuous-improvement practitioners who need to choose among several methods rather than default to one framework.
Process owners and analysts who contribute evidence, measures and implementation decisions to improvement work.
Cross-functional teams prepared to test method selection against a real or appropriately anonymised workflow.
Fit check
Pause before booking when
Anyone seeking Lean Six Sigma certification, a regulated qualification or assessment against a professional standard.
Teams expecting a completed process redesign or consultancy-led implementation without owning the evidence and decisions.
Groups unable to identify a credible operational workflow or problem boundary for applied practice.
Delivery and pricing
Choose the route that fits the cohort
The operating context, cohort and suitable workflow determine how the workshop is facilitated and what preparation is required.
Delivery
Virtual applied workshop
A facilitated virtual format using shared diagnostic, selection and chartering tools. The sponsor agrees the workflow focus, participants and any evidence that must be anonymised before delivery.
Delivery
In-person improvement workshop
On-site or agreed-venue delivery for cohorts that benefit from working together around a common operational flow. Location, group size, access and adaptation requirements are confirmed in writing.
Delivery
Evidence and context preparation
Participants bring a defined workflow, current measures and known constraints where available. Perfect data is not required, but gaps and assumptions must remain visible rather than being replaced with invented precision.
Delivery
Charter and review pathway
The facilitated output is a working improvement charter and ninety-day plan. Any follow-up review or implementation support is a separate inclusion only when it appears in the agreed scope.
895
Public Cohort
A public cohort includes only the workshop tuition, materials and attendance record stated in its current published offer.
Custom
In-house Delivery
In-house delivery is scoped around the workflow, participants, location and adaptation required; inclusions are confirmed in writing.
Founder-led delivery
Tobi Akiode
Founder-led facilitation focused on operational evidence, proportionate method selection and controlled workplace application.
Tobi Akiode personally leads Operational Performance Improvement Methodologies, connecting process, data, financial and change considerations while participants work through method selection. The facilitator provides comparative frameworks and structured challenge; the cohort supplies the organisation-specific evidence and remains responsible for approval, implementation and operational control.
Operational-method discovery selects the workflow, evidence and decision boundary suitable for comparative practice. Tobi Akiode facilitates method choice and chartering while the organisation keeps authority for specialist assurance, implementation, consultation, operational control and validation of any claimed improvement.
Questions
What buyers usually ask before booking
Confirm how methods are compared, what participants bring, what the charter contains and what the workshop cannot guarantee.
Does the programme teach one preferred improvement framework?
No. It compares Lean, Six Sigma DMAIC, PDCA, Kaizen and structured root-cause analysis by their purpose, evidence needs and operating constraints. Participants select and defend a proportionate approach for the problem they bring. The comparison focuses on the problem, evidence, risk and level of control required before a method is selected.
What workplace output will participants produce?
Participants create a working improvement charter and a ninety-day action plan. Together they record the problem boundary, evidence, method rationale, measures, assumptions, stakeholders, ownership and review decisions. They are learning outputs, not a guaranteed process redesign. Participants leave with a reasoned method choice rather than being directed toward one branded approach for every problem.
Is prior Lean or Six Sigma experience required?
The programme explains the role and selection logic of each method, but its advanced pace suits people with operational responsibility or some exposure to improvement work. Discovery should confirm whether the cohort has enough process knowledge to apply the comparison productively. The charter identifies the problem, scope, owners, evidence, test plan and review points needed for the next phase.
Does completion provide Lean Six Sigma certification?
No. This is applied methodology-selection and planning training. It is not a regulated qualification, belt programme or professional certification, and completion should not be represented as equivalent to one. A workshop can establish disciplined next steps, but implementation and sustained results remain the organisation’s responsibility.
How are delivery, dates and fees agreed?
Workflow focus, practitioner mix, evidence availability, learning environment and adaptation needs establish the delivery design. The Operational Performance Improvement Methodologies commercial record provides the date, price and genuine inclusions. Participants can verify preparation, charter ownership and any review pathway before enrolment or organisational purchase. Method selection remains separate from implementation authority.
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.