The MBOE and the MBOE for Health Care are 36 semester hour programs. Students are registered each semester for full-time graduate study. The curriculum consists of 15 graduate courses that are interwoven through the following sequential learning modules and eight on-campus sessions.


  • Introduction to Operational Excellence

    The introductory module in which the rudiments of value stream mapping, policy deployment and A3 thinking are covered along with simulations that facilitate in-depth thinking about operational excellence. Understanding operational excellence and project readiness are key learning outcomes.

  • Value Stream Management

    The notion of understanding, mapping and managing value streams is critical to achieving operational excellence. In this module we cover current and future state value stream mapping for services and manufacturing in depth using both real processes and simulation.

    We also delve into A3 thinking and the use of the A3 to lead, manage, solve problems, communicate and influence. Key learning outcomes are using value stream mapping and A3 processes to manage value streams.

  • Stabilizing Operations

    Stability facilitates the application of Plan-Do-Check-Adjust cycle to process improvements of all kinds. The focus of this module is on creating and sustaining standard work; managing changeovers; visual management; 5S; and Total Productive Maintenance.

    We also link these approaches to strategic issues. Key learning outcomes include mastery of the concepts necessary to establish stability in operations.

  • Creating and Managing Flow

    Managing the flow of information and materials is a critical component of operational excellence. Mastering the appropriate blend of materials requirements planning with execution and control; leveling; establishing customer pull; and creating and sustaining flow are all key aspects of this module. Key learning outcomes are how to create flow and how to manage when flow is not possible.

  • Data Analysis for Managers

    Provides a manager’s eye view of probability and statistics including hypothesis testing, inference and multivariate statistics. Key learning outcome is thinking about problems with rigor.

  • Leading Operational Excellence

    The work of leaders often changes in an operationally excellent organization. This module includes how to establish metrics and accountability to those metrics; standard work for leaders and a lean management system. Key learning outcomes are a set of management principles for operational excellence.

  • Six Sigma

    A rigorous approach to problem solving is especially important when addressing those difficult problems that seem intractable. This module blends substantial on-line learning with intense classroom experience to cover the DMAIC Black Belt body of knowledge. Key learning outcome is the ability to tackle tough problems using Six Sigma methods.

    The MBOE program includes online training using as part of the Six Sigma course and Black Belt training and certification. This incorporates approximately 130-140 hours of online training thru spread out over nine months.

  • Managing Change and Innovation

    Thinking differently about products and processes is important work in the operationally excellent organization. We cover an array of topics related to thinking differently including value stream accounting, lean product design, the 3P process and managing the innovation process. Key learning outcomes include skills for managing innovation and establishing accountability for innovation.

  • Managing the Extended Value Stream

    Managing key suppliers toward operational excellence and managing across multiple suppliers are important concepts in achieving operational excellence for any organization. This module focuses on managing processes that are largely external to the organization. Key learning outcomes are how to assess suppliers, establish accountability and discover optimal approaches across the supply chain.

  • Capstone Project

    The Capstone Project is an integral part of the MBOE program. Students, in consultation with their sponsor and MBOE faculty, will focus their improvement projects on a specific value stream. The value stream selection will be driven by current performance gaps in the student’s organization and should be aligned with the company’s broader strategic objectives.

    Leading a team within their own organization, students will complete four, three month improvement cycles over the course of the program. The key learning outcome is how to apply in practice what has been learned conceptually.