Process Sprint: Process & Performance Improvement
Lean Process and Performance Improvement, run as a Process Sprint: fixed scope, measurable ROI
The Process focus of our Focused Value Sprint: a fixed-scope, fixed-fee engagement that fixes one high-value process problem with your team. Lean and Six Sigma at the core, a named Initiative Owner who earns a Lean Six Sigma Green Belt, and the capability left behind so the gains hold. Every Sprint carries a Day 0 success metric: miss it and we keep working at no extra cost until we hit it.
Part of our Assess to Sprint model. Engage it on its own or as part of a Program of Sprints.
Our approach
How a Process Sprint runs
A fixed-scope sprint in two parts, Prep then Execute, with capability and change engrained throughout. Your team owns delivery; we bring the structure, the Lean and Six Sigma methodology, and the coaching cadence.
Prep
We frame the problem, size the prize, and diagnose root cause with data: process and value-stream mapping of the target area. We co-create the business case and KPI impact plan with your named Initiative Owner, whose Lean Six Sigma Green Belt training begins. Prep runs about 2 to 6 weeks.
Execute
We run on a cadence, quick wins first. The redesign is piloted with your team owning the work, refined through coaching, and handed over with standard work and a control plan. The Initiative Owner earns their Lean Six Sigma Green Belt. Execute runs about 8 to 12 weeks.
Engrain
Capability and change management are built in throughout, leader routines and daily management, so the improvement holds after we leave.
Scope
What we cover
- Value stream mapping
- Kaizen events and rapid improvement
- 5S workplace organization
- Standard work development
- DMAIC problem solving
- Hoshin Kanri strategy deployment
- A3 thinking and problem solving
- Gemba walks and leader routines
- Kanban and pull systems
- OEE and TPM improvement
- Visual management systems
- Daily management and tier boards
- Poka-yoke (error proofing)
- SMED and changeover reduction
- Heijunka (production levelling)
- Change management and coaching
Who this is for
Is this the right fit?
Operations leaders with a process problem
One process is underperforming and you want it fixed inside a quarter, with your team, not studied for two.
CI managers building capability
You want an embedded Sprint that trains an Initiative Owner to a Lean Six Sigma Green Belt while delivering the result.
Executives and PE operating partners
Prove ROI on one area first, then scale on evidence with a Program of Sprints.
Client work
What a Lean Transformation Looks Like in Practice
Manufacturing: Lead Time and Throughput Improvement
A mid-size manufacturer faced growing order backlogs and inconsistent throughput across production lines. Leadership needed a structured improvement program, not more firefighting.
- Current-state value stream mapping across three production lines to quantify lead time, WIP, and changeover losses
- Kaizen events targeting the two highest-waste processes, producing redesigned standard work and visual management boards
- Pull system and kanban implementation to reduce WIP and improve scheduling visibility
Outcomes: Lead time reduced, on-time delivery improved, and the operations team gained the tools to run subsequent improvement cycles independently.
Healthcare: Emergency Department Flow Redesign
A regional hospital sought to reduce patient wait times in its emergency department, where intake and assessment processes were creating unnecessary delays at peak periods.
- Value stream mapping of the triage-to-treatment pathway to identify bottlenecks and non-value-added steps
- Cross-functional Kaizen event with clinical and operations staff to redesign intake flow and bed allocation
- Daily management system implementation to sustain improvements and surface new issues early
Outcomes: Patient flow improved at peak periods, average wait times decreased, and the department implemented a standing daily huddle structure for ongoing management.
“Leading Edge has been working with the City of St. John's since September 2017 as we take our core value of “continue to do things better” and translate that into how we do our work every day. While we are in the early phase of this CI journey and still have a lot of work to do, Leading Edge has provided practical advice and strategic guidance every step of the way.”
Deputy City Manager, Finance & Administration, City of St. John's
Scope a Process Sprint
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FAQ
Common questions
A Process Sprint runs in two parts: Prep (about 2 to 6 weeks) to build the business case and impact plan, then Execute (about 8 to 12 weeks) delivered with your team on a cadence. It can start from an OpsScan diagnostic that sizes the opportunity.
Yes. Many of our clients have had previous Lean initiatives that stalled. We diagnose why, address root causes, and rebuild momentum with quick wins.
We establish baseline metrics in Prep and track improvements through Execute, tied to the Day 0 success metric set at kickoff. Typical metrics include cycle time, defect rate, throughput, and cost per unit.
Yes. Our model is embedded consulting. We work alongside your teams on the floor, not from a conference room. This builds internal capability while delivering results.
Yes. Our OTU-partnered belt programs complement consulting, and the Initiative Owner on a Sprint earns a Lean Six Sigma Green Belt through the engagement itself.
We have deep expertise in healthcare, local government, manufacturing, food and agri-food, construction, hospitality, and financial services. Our methodology adapts to any sector where operational performance matters.