{"id":29212,"date":"2025-07-03T14:38:02","date_gmt":"2025-07-03T12:38:02","guid":{"rendered":"https:\/\/www.leanthinking.it\/?page_id=29212"},"modified":"2026-04-02T10:53:15","modified_gmt":"2026-04-02T08:53:15","slug":"1st-lean-thinking-principle-define-value","status":"publish","type":"page","link":"https:\/\/www.leanthinking.it\/en\/cosa-e-il-lean-thinking\/1-principio-del-lean-thinking-definire-il-valore\/","title":{"rendered":"1\u00b0 Principle of Lean Thinking \u2013 Define Value"},"content":{"rendered":"<h2><strong>To define value in Lean Thinking.<\/strong><\/h2>\n<p>Lean Thinking, or Slim Thinking, is a management philosophy that<strong> focuses on maximizing customer value while minimizing waste<\/strong>. Its first and most fundamental principle is <strong>Define Value<\/strong>. Without a clear and deep understanding of what the customer perceives as value, any lean improvement effort risks being ineffective or, worse, creating waste. This principle is not limited to the intrinsic quality of a product or service, but encompasses the ability to fully meet customer expectations in terms of performance, efficiency, cost, and ultimately, the achievement of their desired goals.<\/p>\n<h2><strong>What is Value in the context of Lean Thinking?<\/strong><\/h2>\n<p>In Lean Thinking, value is defined exclusively from the perspective of the end customer. It's not what the company <em>think<\/em> it's important, but <strong>What the customer is willing to pay for or what authentically satisfies their needs<\/strong>. The rest is waste (in Japanese, <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/glossary\/change\/\" target=\"_blank\" rel=\"noopener\"><em>Change<\/em><\/a>In other words, resource consumption is only justified to produce value; otherwise, it is waste.<\/p>\n<p>Value only has meaning when expressed in terms of a specific product or service with precise characteristics, capable of satisfying customer needs at a given price and time.<\/p>\n<p>Value can manifest in various forms:<\/p>\n<ul>\n<li><strong>Functionality<\/strong> The product or service effectively performs the task it was designed for.<\/li>\n<li><strong>Quality:<\/strong> The product or service is reliable, durable, and defect-free.<\/li>\n<li><strong>Cost:<\/strong> The price is fair and competitive compared to the perceived value.<\/li>\n<li><strong>Timing:<\/strong> the product or service is delivered when the customer needs it.<\/li>\n<li><strong>Ease of use:<\/strong> The customer experience is simple and intuitive.<\/li>\n<li><strong>Aesthetics<\/strong> the appearance and the <em>design<\/em> They are pleasant.<\/li>\n<li><strong>Service<\/strong> The pre- and post-sales support is excellent.<\/li>\n<li><strong>Intangible aspects<\/strong> the reputation of <em>brand<\/em>, sustainability, corporate ethics, innovation.<\/li>\n<\/ul>\n<p>Understanding value means going beyond superficial features and digging into the deep motivations and problems the customer is trying to solve.<\/p>\n<h2><strong>Why is defining Value crucial?<\/strong><\/h2>\n<p>Define value precisely <strong>it is the starting point for all other Lean principles<\/strong> and, more generally, for the \u201cwar on waste.\u201d.<\/p>\n<ol>\n<li><strong>Waste Elimination:<\/strong> Once the value is identified, it becomes easier to distinguish between value-adding activities and those that do not. This allows for the elimination of waste such as overproduction, waiting, unnecessary transportation, superfluous processes, excess inventory, unnecessary movements, and defects.<\/li>\n<li><strong>Focus<\/strong> helps the entire organization focus on what truly matters to the customer, avoiding wasted resources on unneeded features or processes.<\/li>\n<li><strong>Continuous Improvement<\/strong> provides a <em>benchmark<\/em> clear to measure the success of improvements and ensures that each innovation is aligned with customer needs.<\/li>\n<li><strong>Customer Satisfaction<\/strong> A well-defined and delivered value proposition leads to increased customer satisfaction and loyalty.<\/li>\n<li><strong>Competitive Advantage:<\/strong> Companies that excel at defining and delivering value can differentiate themselves from the competition.<\/li>\n<\/ol>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-29215 aligncenter\" src=\"https:\/\/www.leanthinking.it\/wp-content\/uploads\/2025\/07\/1-principio_valore_img1.png\" alt=\"A funnel diagram in shades of purple labeled in Italian: &quot;Definizione del Valore&quot; at the top, with layers for &quot;Eliminazione degli Sprechi&quot;, &quot;Focalizzazione&quot;, &quot;Miglioramento Continuo&quot;, &quot;Soddisfazione del Cliente&quot;, and &quot;Vantaggio Competitivo&quot; at the bottom.\" width=\"443\" height=\"305\" srcset=\"https:\/\/www.leanthinking.it\/wp-content\/uploads\/2025\/07\/1-principio_valore_img1.png 649w, https:\/\/www.leanthinking.it\/wp-content\/uploads\/2025\/07\/1-principio_valore_img1-360x248.png 360w\" sizes=\"auto, (max-width: 443px) 100vw, 443px\" \/><\/p>\n<h2><strong>How to Deeply Understand Customer Value<\/strong><\/h2>\n<p>Defining value is not a task to be done in a meeting room. It requires a deep immersion in the client's world and a <strong>Constant dialogue with specific clients<\/strong> to precisely define the value in terms of specific products or services, with precise characteristics and offered at established prices and times.<\/p>\n<h3><strong>The Voice of the Customer (VOC)<\/strong><\/h3>\n<p>The <a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/glossary\/voice-of-the-customer\/\" target=\"_blank\" rel=\"noopener\">VOC<\/a> It is the set of customer needs, desires, and expectations, both expressed and unexpressed. Collecting VOC is the first step in defining value.<\/p>\n<ul>\n<li><strong>Surveys and questionnaires<\/strong> structured tools for collecting quantitative data on preferences and satisfaction.<\/li>\n<li><strong>In-depth interviews:<\/strong> One-on-one conversations to understand motivations, problems, and quality expectations.<\/li>\n<li><strong>Focus Group:<\/strong> Group discussions to explore perceptions and generate new ideas.<\/li>\n<li><strong>Observation (Ethnographic Studies):<\/strong> Observing customers using the product or service in their natural environment can reveal unmet needs or unexpected difficulties.<\/li>\n<li><strong>Data Analysis:<\/strong>\n<ul>\n<li><strong>Sales Data:<\/strong> What do customers buy? What products are successful?<\/li>\n<li><strong>Customer support data:<\/strong> What are the most common complaints? What problems are customers trying to solve?<\/li>\n<li><strong>Website Analysis<\/strong> How do customers navigate? Where do they get stuck? What features do they use most?<\/li>\n<li><strong>Social Media Listening<\/strong> Monitor online conversations to understand sentiment and trends.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3><strong> Creating Detailed Buyer Personas<\/strong><\/h3>\n<p>The <em>Buyer Personas<\/em> are semi-fictional representations of your ideal customers, based on market research and real data about your existing customers. They include demographics, behaviors, motivations, goals, and <em>pain points<\/em>. Develop <em>personas<\/em> help companies to:<\/p>\n<ul>\n<li>View real customers.<\/li>\n<li>Customize products and services based on specific needs.<\/li>\n<li>Guide decisions of <em>Marketing<\/em> and product development.<\/li>\n<\/ul>\n<h3><strong> Customer Journey Mapping<\/strong><\/h3>\n<p>Mapping the customer journey means visualizing the entire experience a customer has with your company, from their first contact to purchase and post-sale support. This helps to identify:<\/p>\n<ul>\n<li>Critical contact points.<\/li>\n<li>Pain points<em>pain points<\/em>and clutches.<\/li>\n<li>Opportunities to add value or improve the experience.<\/li>\n<\/ul>\n<h3><strong> The Kano Model<\/strong><\/h3>\n<p>The Kano Model is a useful tool for categorizing customer needs and understanding how different product or service features influence satisfaction:<\/p>\n<ul>\n<li><strong>Mandatory Characteristics (Basic Needs)<\/strong> core expectations that, if not met, cause dissatisfaction (e.g., a phone that makes calls).<\/li>\n<li><strong>Performance Needs<\/strong> expectations that linearly increase satisfaction as they increase (e.g., battery life, processor speed).<\/li>\n<li><strong>Excitement Needs<\/strong> unexpected expectations that, if present, delight the customer, but their absence does not cause dissatisfaction (e.g., an innovative, unrequested feature).<\/li>\n<\/ul>\n<p>Understanding these categories helps prioritize development and invest in areas that generate the most perceived value.<\/p>\n<h2><strong>Practical Applications for Defining Value<\/strong><\/h2>\n<p>Once the information has been collected and analyzed, <strong>How do we translate this understanding into concrete actions?<\/strong><\/p>\n<ul>\n<li><strong>Value-Based Product\/Service Development:<\/strong> Every new feature or service should be directly linked to an identified customer need or desire.<\/li>\n<li><strong>Removal of superfluous features:<\/strong> If a feature does not add perceived customer value, it should be eliminated to reduce costs and complexity. This is often called \u201cdeselection cost analysis\u201d or \u201ccost of poor quality.\u201d.<\/li>\n<li><strong>Process Optimization<\/strong> Internal processes must be redesigned to maximize value delivery and minimize waste. <em>Value Stream Mapping<\/em> (Value Stream Mapping) is a key tool for visualizing the entire process and identifying areas of waste.<\/li>\n<li><strong>Value Communication<\/strong> ensure the customer is aware of the value the product or service offers.<\/li>\n<li><strong>A\/B testing and iteration<\/strong> for digital products, testing different versions of features or <em>design<\/em> to see what resonates best with users.<\/li>\n<\/ul>\n<h2><strong>Concrete application examples<\/strong><\/h2>\n<h3><strong>Electronics sector: Smartphones<\/strong><\/h3>\n<p>A smartphone manufacturer that applies Lean Thinking doesn't just focus on adding new features, but on what customers <em>really<\/em> appreciate. For example, market research might reveal that customers highly value:<\/p>\n<ul>\n<li><strong>Battery life:<\/strong> Rather than a more powerful processor that consumes more, customers might prefer longer battery life.<\/li>\n<li><strong>Camera quality:<\/strong> Many users choose a phone based on the quality of its photos and videos.<\/li>\n<li><strong>Intuitive user interface<\/strong> Ease of use and the fluidity of the operating system are crucial.<\/li>\n<\/ul>\n<p>In this scenario, the manufacturer might decide to invest less in <em>app<\/em> unnecessary pre-installed software (which is often perceived as <em>bloatware<\/em> and they don't add value) and instead focus on battery engineering and image processing algorithms.<\/p>\n<h3><strong>Automotive Sector: Electric Vehicles and Safety<\/strong><\/h3>\n<p>Automakers have redefined value in response to growing environmental concerns and demand for safety.<\/p>\n<ul>\n<li><strong>Energy efficiency\/range:<\/strong> For electric vehicles, battery range is a primary value factor. Manufacturers are focusing on more efficient batteries and fast charging systems.<\/li>\n<li><strong>Advanced security systems:<\/strong> modern consumers place enormous value on advanced driver-assistance systems (ADAS), <em>airbag<\/em> multiples <em>rating<\/em> high security.<\/li>\n<li><strong>Connectivity and infotainment:<\/strong> seamless integration with the <em>smartphone<\/em> and intuitive navigation systems have become valuable elements.<\/li>\n<\/ul>\n<p>A Lean manufacturer might eliminate complex aesthetic customization options that delay production, to focus on these primary value features.<\/p>\n<h3><strong>Services sector: healthcare<\/strong><\/h3>\n<p>In a healthcare context, patient value can be defined as:<\/p>\n<ul>\n<li><strong>Reduced wait times<\/strong> for appointments, diagnosis, and treatment.<\/li>\n<li><strong>Treatment effectiveness:<\/strong> positive clinical results.<\/li>\n<li><strong>Clear communication<\/strong> Understanding of the diagnosis and treatment plan.<\/li>\n<li><strong>Comfort and care<\/strong> A welcoming atmosphere and empathetic staff.<\/li>\n<\/ul>\n<p>A Lean hospital might implement processes to reduce emergency room wait times (eliminating waste such as overlapping tasks or unnecessary bureaucracy) or improve communication between doctors and patients.<\/p>\n<h3><strong>Software sector: agile development<\/strong><\/h3>\n<p>In the world of development <em>software<\/em>, the value is often defined by the ability to provide functionality that solves real problems for end-users. Agile methodologies, such as Scrum, are intrinsically Lean because:<\/p>\n<ul>\n<li><strong>Short iterations:<\/strong> allow to obtain <em>feedback<\/em> frequenty by users.<\/li>\n<li><strong>Backlog prioritization<\/strong> Features are classified based on their value to the customer.<\/li>\n<li><strong>Continuous delivery<\/strong> the <em>software<\/em> working is released regularly, allowing users to experience value early.<\/li>\n<\/ul>\n<p>Developers focus on creating a \u201cminimum viable product\u201d (MVP) to quickly test value hypotheses, rather than building a complete but unvalidated product.<\/p>\n<h3><strong>The Dynamic Role of Value in the Workflow<\/strong><\/h3>\n<p>Once the value is clearly defined, this knowledge must guide every decision and every phase of the production or service delivery process. This alignment ensures that every activity is focused on improving the value proposition for the end customer, eliminating waste and maximizing operational efficiency.<\/p>\n<p>Defining value is not a one-time activity; it's a dynamic and ongoing process. Customer needs and market conditions are constantly changing. Therefore, organizations must establish mechanisms for <em>feedback<\/em> continuous and adaptive to ensure their understanding of value remains relevant and competitive. This includes:<\/p>\n<ul>\n<li><strong>Constant monitoring<\/strong> track customer satisfaction metrics, market trends, and competitor activity.<\/li>\n<li><strong>Regular feedback loops:<\/strong> implement <em>sprint<\/em> of development or improvement cycles that include the <em>feedback<\/em> from the client.<\/li>\n<li><strong>Learning culture<\/strong> encourage all employees, from <em>top management<\/em> at the forefront, to identify opportunities to improve value and to report waste.<\/li>\n<\/ul>\n<p>Defining value is the cornerstone of Lean Thinking. It's the principle that illuminates the path to eliminating waste and creating more efficient, customer-centric processes. It requires a relentless commitment to listening to the customer, analyzing data, and adapting. By deeply understanding what the customer values, organizations can build products and services that not only satisfy but delight, ensuring long-term sustainability and success in an ever-changing market.<\/p>\n<p>You've understood this principle, but you want an overview? <b><a href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/\">Back to the Complete Guide to Lean Thinking<\/a> <\/b>and learn about all the other key concepts.<\/p>\n<p>Do you want to see how this principle applies in a real project?<a href=\"https:\/\/www.bonfiglioliconsulting.com\/it\/servizi\/lean-thinking\/\" target=\"_blank\" rel=\"noopener\"> Discover the Lean World Class\u00ae method developed by Bonfiglioli Consulting<\/a><\/p>\n<p>&nbsp;<\/p>","protected":false},"excerpt":{"rendered":"<p>Define Value in Lean Thinking Lean Thinking, or\u2026<\/p>","protected":false},"author":73,"featured_media":0,"parent":19,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"tags":[],"class_list":["post-29212","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>1\u00b0 Principio Lean: definire il valore | Leanthinking<\/title>\n<meta name=\"description\" content=\"Principio 1 Lean \u2013 Definire il valore: come identificare ci\u00f2 che il cliente considera valore per migliorare focus e risultati aziendali.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.leanthinking.it\/en\/what-is-lean-thinking\/1st-lean-thinking-principle-define-value\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" 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