The Value in Value Stream Mapping

I am always amazed when I work with large organizations, and not one person can give me the whole picture from start to end (raw materials to end customer). This indicates to me current processes were created or evolved in departmental vacuums with minimal focus of value stream performance.

Processes in value streams induce variation and interact with each other in either positive or negative ways.  The way these processes are designed and executed is critical in how the entire value stream functions.  All or most departments may be meeting their goals, but the value stream may be performing marginally.  Companies can execute for years with processes working this way, working against each other, and not really understand the impacts. It is very unlikely that employees know the whole picture, only that some things don’t make sense.  This is where the value in value stream mapping begins.

Value stream mapping is a great tool in identifying waste and processes which are not working together for the betterment of the value stream.  It’s used to help identify which processes create value and which have waste.  It also can reduce cycle-time and eliminate waste.  I use this tool on almost every project. (This is actually what led to the creation of Excellovation’s value stream mapping magnetic icon kits.  I wanted to find a way to make VSM sessions more effective.)  A VSM session can identify processes that have no value, which then may be minimized or eliminated.  It helps identify the way information flows through the organization, or if it is a wasteful painful process.

With all the benefits of value stream mapping, the thing that excites my passion for continuous improvement most is bringing the people of an organization together, who then can understand how things work.  This includes identifying processes that are working and ones that need change.  Together, they can then collaborate to define a future state which is better for everyone.  An effective VSM session is a team building exercise.  It creates cross-functional understanding of other people’s challenges and the realization that it takes the entire team to obtain excellence. 

This is value; this is “Learning to See”.

Douglas L Terrywww.excellovation.com