Select Page

Business Value Analyst

Rated 4.9 out of 5
4.9 out of 5 stars (based on 199 reviews)

Corporate Training


Online Business Value Analyst Programs

Benchmark Six Sigma is Accredited training Provider of Exemplar Global (previously RABQSA), a member of ASQ family. Exemplar Global provides global recognition for our Green Belt, Black Belt and Master Black Belt programs




  • Facilitated by Multi-Industry Expert.
  • 8 Hrs of Instructor-led Classroom Training.
  • 8 PDUs for PMI credential.
  • Benchmark Six Sigma Assessment.
  • Membership of the largest Business Improvement Community.
  • Inspired by TOC (Theory of Constraints)
  • Course Material Kit for Business Value Analyst
  • Data and Templates for Analysis
  • Instructor-led Online Training.
  • Business Value Analyst Team Assessment
  • Globally Recognized Certificate with lifetime validity.
  • Continuous Improvement Professionals who wish to engage Leadership Team
  • Professionals aspiring to be change leaders
  • Business Analysts.
  • Lean Six Sigma BBs and MBBs



Key Takeaways

We started our programs in 2001 and most accreditations started later. We provide Exemplar Global accredited globally valid certificate.
Benchmark Six Sigma has unmatched industry acceptance. We conduct in-company programs with industry leaders. To see more details of our clients, please visit -
With a BVA qualification, you can identify the most business-impacting projects.
Benchmark Six Sigma has trained 45000+ participants. Here are some photographs over the years -

Q1: What is Theory of Contraints (TOC)?

The Theory of Constraints is a management approach that emphasizes the importance of identifying the “system constraint” or bottleneck. It defines a set of tools that project teams can use to manage constraints, thereby increasing profits.

Q2: Who developed Theory of Constraints (TOC)?

The Theory of Constraints (TOC) was developed by Dr. Eliyahu Goldratt (Eli Goldratt) and was introduced in his landmark book “The Goal.”

Q3: What is the difference between Lean and Theory of Constraints (TOC)?

While, TOC focusses on contraints (the “weakest links” in the system), Lean thinking focuses on the notion of value. The objective of both continuos improvement methodologies is to increase profit. Lean is aimed at cost reduction by eliminating waste and steps that do not add value to the customer. TOC on the other hand attempts to move away from cost reduction by focussing on throughput improvement. Throughput is the rate at which the organization generates money through sales.

Q4: What is Drum Buffer Rope?

Drum Buffer Rope (DBR) is a scheduling and planning tool which considers that any system has at least one contraint. This constraint controls the output for the entire system. It’s the drum, setting the beat for delivery. Buffers of time protect the drum from disruption. The rope ensures that all other resources are timed and scheduled to support the drum.

Q5: What is throughput accounting?

Througtput accounting is accounting based on TOC principles. It differs from traditional accounting in that it views accumulating inventory as a bad behavior, and cutting costs as less important than selling goods. The primary focus is to maximize throughput while minimizing inventory and operating expenses.

  • Learn why Continuous Improvement programs are not exciting initiatives for Leadership teams. 
  • Understand methods of engaging top management folks to identify the most effective business-impacting projects. 
  • Learn about the principles of the Theory of Constraints and how they integrate beautifully with Lean and Six Sigma. 
  • Calculate Business Value for each project using an approach that leadership will whole-heartedly approve. 
  • Evaluate why many seemingly good projects are a drain and generate zero or negative value for organisations. 


An eye opener for process improvement professionals

Rated 5.0 out of 5
December 10, 2023

This module is the best one under the MBB course. Selection of Continuous Improvement or any project impacting the financials is the most important activity in an organization. “Well begun is half done.” This course focuses on this concept. Those MBBs who struggle to make their importance felt by the Top Management must attend this course.

Manik Sood, Continuous Improvement Leader, Springer Nature technology and Publishing Solutions

Well explained with examples. Best for Top management to prioritize projects to get more returns.

Rated 5.0 out of 5
December 10, 2023

Asangi Pathirana, Training Consultant, Compreli Consulting

Business Value Analyst - Excellent view about business P&L

Rated 5.0 out of 5
December 10, 2023

Very well-explained about strategic project selection methodology.