Value Stream Mapping in Engineering

I once spent three weeks building the most beautiful Value Stream Map my leadership team had ever seen. It was perfectly aligned, color-coded, and completely useless. Why? Because I mapped the entire thing from an air-conditioned boardroom. I relied on standard operating procedures and what people thought was happening, rather than walking the actual floor to see the reality. I essentially spent weeks meticulously documenting a fantasy. Over my two decades in process excellence, I have watched brilliant teams fall into this exact same trap. We start treating Value Stream Mapping as a corporate drawing exercise rather than a diagnostic weapon. Here is how you shift from creating useless diagrams to engineering real flow: 1️⃣ Observe the floor, not the manual: Stop guessing from your desk. The true process lives at the Gemba, complete with the hidden workarounds and informal delays that no standard operating procedure will ever show you. 2️⃣ Establish the baseline before you brainstorm: Do not skip straight to designing an idealized future state. If you do not deeply document your current constraints first, your future design is nothing more than a wish list. 3️⃣ Track the invisible triggers: Moving materials are easy to spot. But if you ignore the information flow and communication signals dictating those movements, you are only mapping half the reality. 4️⃣ Speak a universal visual language: Avoid inventing custom shapes or confusing graphics that only you understand. Stick to established Lean symbols and hard data so any stakeholder can read the map instantly. 5️⃣ Optimize the whole, not the silo: Speeding up one single department while ignoring the rest of the value chain does not improve flow. It usually just creates a faster traffic jam downstream. Stop creating maps just to document waste. Start mapping to engineer continuous flow. Which of these mapping mistakes have you seen happen most often in your career? Drop a comment below. 🚨 P.S. - Want to strip the busywork out of your Six Sigma projects? I just open-sourced my highly requested "Six Sigma AI Playbook." It is a free 50-Page PDF containing the custom AI Prompts I use to accelerate the DMAIC cycle. To get it for FREE right now: 1️⃣ Click my name above and hit +Follow. 2️⃣ Click the "Six Sigma AI Playbook" link in my Featured Section to get the full PDF sent instantly to your inbox.

How can 78.2 days of lead time produce just 42 seconds of value? Value Stream Mapping reveals the hidden delay. Most factories look busy. Machines run. People move. But the product sits still for hours. Value Stream Mapping (VSM) shows you why. It's a diagram of your whole process from customer order to final delivery. You map two things: → How the product physically moves → How information travels to guide it Take this gearbox assembly example. Production lead time: 78.2 days. Value-added time: 42 seconds. That's not a typo. 78 days of total time. 42 seconds of actual work. VSM has specific symbols for a reason. Each one tells part of the story. Here are the ones that matter most: The Inventory Triangle = parts not moving. The Data Box = cycle time at a glance. The Kaizen Burst = where the team strikes first. The Timeline Ladder = value vs. waste, side by side. Takt Time = the pace the customer sets. To build a current state map: → Walk each step the product takes → Capture cycle times and wait times → Map how orders reach each process You walk the floor to get this. You don't guess. You look. Once mapped, the team asks one question: Where is flow broken, and why? Then you design a future state. Not a fantasy. A real target. Reachable in 6–12 months. VSM works in healthcare, logistics, software. Any process with flow can be mapped. The symbols change. The logic doesn't. The real power is not the drawing. It's what the team sees together often for the very first time. *** 🔖 Save this post for later. ♻️ Share to help others find delays in their processes. ➕ Follow Sergio D’Amico for more on continuous improvement.

𝗪𝗵𝘆 “𝗳𝘂𝘁𝘂𝗿𝗲 𝘀𝘁𝗮𝘁𝗲” 𝗩𝗮𝗹𝘂𝗲 𝗦𝘁𝗿𝗲𝗮𝗺 𝗠𝗮𝗽𝘀 𝗯𝗿𝗲𝗮𝗸 𝗱𝗼𝘄𝗻 𝗶𝗻 𝗰𝗼𝗺𝗽𝗹𝗲𝘅 𝗮𝗱𝗮𝗽𝘁𝗶𝘃𝗲 𝘀𝘆𝘀𝘁𝗲𝗺𝘀, 𝗮𝗻𝗱 𝘄𝗵𝗮𝘁 𝘁𝗼 𝗱𝗼 𝗶𝗻𝘀𝘁𝗲𝗮𝗱. There’s a deeply embedded habit in Lean that deserves a serious challenge; the idea that improvement work should culminate in a designed "future state". That assumption works in ordered or complicated contexts. It fails, quietly but consistently, in complex adaptive systems. In complexity science, you cannot design a future state in advance. The system changes as you interact with it. Cause and effect only make sense in retrospect, what Dave Snowden calls retrospective coherence. Instead of designing an end state, we use a vector theory of change: • Set a direction of travel, not a destination • Take a step, observe what shifts • Learn from what actually happened • Re-orient and repeat This isn’t indecision. It’s disciplined adaptation. Lean already understands this more than it sometimes admits: • We set a North Star knowing we’ll never reach it. • We use PDCA as a learning cycle, not execution theater. • Toyota Kata from Mike Rother anchors improvement in the current condition and short-term target conditions, not fixed futures. So what does this mean for Value Stream Mapping? It does NOT mean abandoning VSM. Quite the opposite. Understanding the current condition is essential in any context. Before improvement, a more fundamental question must be answered: 𝗗𝗼 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝗵𝗼𝘄 𝘆𝗼𝘂 𝗱𝗼 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗱𝗼? Mapping helps surface: • Constraints and bottlenecks • Dependencies and feedback loops • Informal workarounds, • dark constraints • shadow work • Where decisions are actually made, and by who That understanding is always valuable. What changes is what we do after we map. In complex environments, future state maps often become comforting fictions, static pictures imposed on dynamic systems. Instead, mapping should be paired with sensemaking. Sensemaking helps us: • Interpret weak signals • Detect emerging patterns • Notice shifting constraints • Identify small nudges with disproportionate impact This is where Cynefin helps, not by giving answers, but by helping us ask better questions: • What kind of environment are we actually in? • What approaches clearly don’t apply here? • What direction of travel makes sense now? 𝗖𝘆𝗻𝗲𝗳𝗶𝗻 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗽𝗿𝗼𝘃𝗶𝗱𝗲 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀. 𝗜𝘁 𝗰𝗼𝗻𝘀𝘁𝗿𝗮𝗶𝗻𝘀 𝗳𝗼𝗼𝗹𝗶𝘀𝗵 𝗼𝗻𝗲𝘀. In complex domains, improvement looks less like execution and more like navigation: • Map to understand the NOW • Sense to interpret change • Choose a vector, not a blueprint • Run safe-to-fail experiments (PDCA) • Re-map, re-orient, repeat 𝗜𝗳 𝘆𝗼𝘂𝗿 𝗳𝘂𝘁𝘂𝗿𝗲 𝘀𝘁𝗮𝘁𝗲 𝗮𝘀𝘀𝘂𝗺𝗲𝘀 𝘀𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗽𝗿𝗲𝗱𝗶𝗰𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆, 𝗮𝗻𝗱 𝗹𝗶𝗻𝗲𝗮𝗿 𝗰𝗮𝘂𝘀𝗮𝗹𝗶𝘁𝘆, 𝘆𝗼𝘂’𝗿𝗲 𝗽𝗿𝗼𝗯𝗮𝗯𝗹𝘆 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗶𝗻𝗴 𝗮 𝘀𝘆𝘀𝘁𝗲𝗺 𝘁𝗵𝗮𝘁 𝗻𝗼 𝗹𝗼𝗻𝗴𝗲𝗿 𝗲𝘅𝗶𝘀𝘁𝘀.

AI Alone Won’t Fix Broken Processes. But Lean + AI? That’s the Smarter Approach. AI is a powerful tool, but it only works if your processes are clean. SMEs that jump straight into AI without addressing inefficiencies first often end up automating waste instead of eliminating it. Lean thinking provides a structured approach to: → Identify and remove unnecessary steps → Standardize workflows for smooth automation → Ensure AI enhances value creation, not just automation SMEs that get this right will unlock real, measurable business value with AI. Most SMEs struggle with digital transformation because of one of these issues: 🚨 They have too many inefficiencies baked into their processes. 🚨 They try to automate before fixing broken workflows. 🚨 They introduce AI without aligning it with business goals. This leads to: ❌ AI accelerating inefficiencies instead of solving them ❌ Wasted investment in tech that doesn’t deliver real value ❌ Resistance from employees who don’t see AI as a benefit A CEO of a metal-producing SME in Liechtenstein recently shared their AI strategy with me: 🔹 Their company is focusing on eliminating waste before introducing AI. 🔹 They see waste reduction as both an efficiency and a cultural shift. 🔹 Once waste is minimized, AI can enhance and scale improvements. This approach ensures AI isn’t just layered onto inefficiencies—it’s applied where it makes the biggest impact. How SMEs Can Apply Lean + AI 1) Start with Value Stream Mapping (VSM) to identify waste. Before implementing AI, map your workflows to see where time, effort, and resources are not in line. Here’s how: ✅ Visualize the end-to-end process – Where does value flow? Where do bottlenecks occur? ✅ Pinpoint non-value-adding steps – Look for delays, rework, or unnecessary handovers. ✅ Find the root cause – What’s slowing things down? Where does AI make sense? 💡 Example: Instead of automating a broken approval process, redesign it first to eliminate unnecessary steps. 2) Automate only where it drives real impact. → Use AI to reduce waiting times, automate repetitive tasks, and improve decision-making. → Avoid applying AI to inefficient workflows—this only makes problems bigger, faster. 💡 Example: Instead of using AI to process excess paperwork, eliminate unnecessary paperwork first. 3. Engage employees in the transition. AI is not just a technology upgrade—it’s a mindset shift. → Involve employees in identifying where AI helps them the most. → Show how AI supports their work rather than replacing them. → Provide training so they feel empowered, not threatened. 💡 Example: A production team identified wasteful reporting tasks—AI now generates reports instantly, freeing them for higher-value work. ✅ SMEs that follow this approach see AI drive real efficiency gains—without amplifying inefficiencies. 💬 What’s your take? ♻️ Repost to help your network achieve success. And follow Hartmut Hübner, PhD for more. #Lean #AI #SME #Workplace

𝗧𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗺𝗮𝗽 𝘄𝗮𝘀 𝗯𝗲𝗮𝘂𝘁𝗶𝗳𝘂𝗹. 𝗧𝗵𝗮𝘁'𝘀 𝘄𝗵𝘆 𝗜 𝘁𝗵𝗿𝗲𝘄 𝗶𝘁 𝗮𝘄𝗮𝘆. Three weeks of work. Every step documented. Bottlenecks highlighted. Waste identified. It looked… perfect. That’s when I knew nothing would change. Because the mapping had become theatre. They were performing improvement, not doing it. I asked: "𝑆𝑜 𝑤ℎ𝑎𝑡 𝑤𝑖𝑙𝑙 𝑐ℎ𝑎𝑛𝑔𝑒 𝑜𝑛 𝑀𝑜𝑛𝑑𝑎𝑦?" Silence. 𝑊𝑒 𝑛𝑒𝑒𝑑 𝑡𝑜 𝑎𝑛𝑎𝑙𝑦𝑠𝑒 𝑖𝑡 𝑚𝑜𝑟𝑒. 𝑇𝑜 𝑑𝑜 𝑡ℎ𝑎𝑡, 𝑤𝑒 𝑤𝑖𝑙𝑙 𝑛𝑒𝑒𝑑 5 𝑝𝑒𝑜𝑝𝑙𝑒 𝑓𝑜𝑟 6 𝑚𝑜𝑛𝑡ℎ𝑠 𝑜𝑓 𝑚𝑜𝑟𝑒 𝑑𝑒𝑡𝑎𝑖𝑙𝑒𝑑 𝑎𝑛𝑎𝑙𝑦𝑠𝑖𝑠. So I pulled the map off the wall, walked to the bin, and dropped it in. Someone actually gasped. What I've learned in my 27 years with Danaher and Procter & Gamble: The value isn’t in the map itself. It’s in the alignment discussions (even fights), the surprising insights, and the team's learning while you're creating the map. The “𝑊𝑎𝑖𝑡… 𝑤𝑒 𝑑𝑜 𝑇𝐻𝐴𝑇?” The operator who says, “𝐼’𝑣𝑒 𝑏𝑒𝑒𝑛 𝑤𝑜𝑟𝑘𝑖𝑛𝑔 𝑎𝑟𝑜𝑢𝑛𝑑 𝑡ℎ𝑖𝑠 𝑓𝑜𝑟 𝑡ℎ𝑟𝑒𝑒 𝑦𝑒𝑎𝑟𝑠.” The discovery that the real process looks nothing like the one on the slide deck. Once you’ve learned that, the map just becomes an alignment tool. 𝗧𝗵𝗿𝗲𝗲 𝗹𝗲𝘀𝘀𝗼𝗻𝘀: 𝟭. 𝗜𝗳 𝘆𝗼𝘂𝗿 𝘃𝗮𝗹𝘂𝗲 𝘀𝘁𝗿𝗲𝗮𝗺 𝗺𝗮𝗽 𝗶𝘀 𝗹𝗮𝗺𝗶𝗻𝗮𝘁𝗲𝗱, 𝗶𝘁’𝘀 𝗻𝗼𝘁 𝗮 𝘁𝗼𝗼𝗹. 𝗜𝘁’𝘀 𝗮 𝘁𝗼𝗺𝗯𝘀𝘁𝗼𝗻𝗲. 𝟮. “𝙒𝙚 𝙣𝙚𝙚𝙙 𝙢𝙤𝙧𝙚 𝙙𝙖𝙩𝙖” 𝘂𝘀𝘂𝗮𝗹𝗹𝘆 𝗺𝗲𝗮𝗻𝘀 “𝙄’𝙢 𝙖𝙛𝙧𝙖𝙞𝙙 𝙩𝙤 𝙩𝙧𝙮 𝙖𝙣𝙙 𝙗𝙚 𝙬𝙧𝙤𝙣𝙜.” Perfect analysis with no action is just procrastination. 𝟯. 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 𝘀𝗵𝗼𝘄𝘀 𝘄𝗵𝗮𝘁’𝘀 𝗯𝗿𝗼𝗸𝗲𝗻 𝗻𝗼𝘄. 𝗢𝗻𝗹𝘆 𝗮𝗰𝘁𝗶𝗼𝗻 𝗮𝘁 𝗚𝗲𝗺𝗯𝗮 𝘄𝗶𝗹𝗹 𝗶𝗺𝗽𝗿𝗼𝘃𝗲. Most teams never get to part two. Here’s what we did instead on 3 flipcharts: 1. 𝗪𝗵𝗮𝘁’𝘀 𝗸𝗶𝗹𝗹𝗶𝗻𝗴 𝘂𝘀 𝘁𝗼𝗱𝗮𝘆. 2. 𝗪𝗵𝗮𝘁 𝘄𝗲’𝗹𝗹 𝘁𝗿𝘆 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄. 3. 𝗛𝗼𝘄 𝘄𝗲’𝗹𝗹 𝗸𝗻𝗼𝘄 𝗶𝗳 𝗶𝘁 𝘄𝗼𝗿𝗸𝘀 𝗯𝘆 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄. Had an operator run the new sequence the next morning. 2 days weeks later, the bottleneck was moving. Not solved - that took three more iterations - but we learned more in 2 days of testing than in 3 weeks of mapping. 𝗚𝗼𝗼𝗱 𝗺𝗮𝗽𝗽𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝘀 𝘁𝗼 𝗳𝗮𝘀𝘁 𝗮𝗰𝘁𝗶𝗼𝗻. 𝗕𝗮𝗱 𝗺𝗮𝗽𝗽𝗶𝗻𝗴 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝗮 𝘀𝘂𝗯𝘀𝘁𝗶𝘁𝘂𝘁𝗲 𝗳𝗼𝗿 𝗶𝘁. 👉 𝗦𝘁𝗼𝗽 𝗺𝗮𝗸𝗶𝗻𝗴 𝗮𝗿𝘁. 𝗦𝘁𝗮𝗿𝘁 𝗺𝗮𝗸𝗶𝗻𝗴 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀. 📌 Want to 𝗹𝗲𝗮𝗿𝗻 𝗺𝗼𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁? Sign up for my newsletter: 𝗵𝘁𝘁𝗽𝘀://𝗹𝗻𝗸𝗱.𝗶𝗻/𝗱𝟯𝗭𝗺𝗮𝘆-𝗛 Practical insights for you based on 27 years in Procter & Gamble and Danaher. Video Source: @𝗞𝗿𝗶𝘀𝗵 𝗦𝗲𝗻𝗴𝗼𝘁𝘁𝗮𝗶𝘆𝗮𝗻 - thanks for showing Value Stream Mapping (VSM) for real change in 60 seconds 🙏

Mixed-Model Value Stream Design is an advanced Lean technique for creating flow in environments where multiple product types (or service variants) must be produced on the same resources. Unlike a single product value stream, where flow is straightforward, mixed-model design deals with variety, shared resources and fluctuating demand and still aims to deliver at takt, with minimal waste. What It Is A value stream: the end-to-end set of activities that deliver value to the customer. Mixed-model: multiple product families or variants share the same processes, equipment and people. Design: intentionally structuring flow, scheduling and resource allocation so that all models can be produced smoothly, without excess inventory or delays. Key Principles of Mixed-Model Value Stream Design 1. Define Product Families Group products that share ~80% of process steps and have similar workloads. This reduces complexity and makes flow design manageable. 2. Calculate Family Takt Time Takt = Available Time ÷ Total Demand (for the family). Ensures the system is designed to meet aggregate demand across models. 3. Establish Production Intervals Decide how often each product in the family will be produced (e.g., every hour, every shift). Shorter intervals = lower inventory, faster response. 4. Balance Machines and Operators Use Yamazumi (operator balance charts) to distribute work evenly across operators for all models. Ensure machines and people can keep pace with family takt. 5. Enable Quick Changeovers SMED (Single-Minute Exchange of Dies) is critical. The faster you can switch between models, the shorter the production interval and the leaner the flow. 6. Design Pull Systems Kanban loops sized for mixed demand. Supermarkets or FIFO lanes to buffer shared resources. 7. Visual Management Mixed-model heijunka boards (level-loading boards) to schedule variety without chaos. Obeya dashboards to track flow efficiency across models. Example Imagine a factory producing three types of pumps (A, B, C) on the same line: Daily demand: A = 200, B = 100, C = 50 → Total = 350 units/day. Available time: 420 minutes/day. Family Takt = 420 ÷ 350 ≈ 1.2 minutes/unit. The line is designed so that every 1.2 minutes, some pump (A, B, or C) comes off the line. A heijunka schedule sequences them (e.g., A-A-B-A-C …) to level demand and avoid batching. Why It Matters Flexibility: Handles product variety without excess inventory. Responsiveness: Shorter lead times, faster reaction to customer demand. Efficiency: Shared resources are optimized, not overloaded. Scalability: Supports growth and product diversification without redesigning the entire system. Mixed-Model Value Stream Design is a perfect bridge between Lean rigor and enterprise complexity. It’s especially powerful when paired with digital Obeya dashboards, so leaders can see in real time how variety impacts flow.

Something I’ve learned over time: The real failure points in most organizations aren’t inside departments — they’re in the spaces between them. 👉 Handoffs. 👉 Dependencies. 👉 Moments where someone assumes the next person knows what to do. When I map a value stream, I slow down at every transition: ✔️ From human to system ✔️ From one team to another ✔️ From internal to external (vendors, platforms, patients, customers) And I ask the same questions every time: ❓ What exactly triggers the next step? ❓ Who owns the transition? ❓ What happens if it doesn’t work? Most teams skip this. They document what they control — and move on. But if you want a value stream that holds up under stress, you have to map the spaces where things fall through. Because resilience isn’t just about what you do. It’s about how you pass the baton — when it’s dark, loud, and nothing is going to plan.

🗺️ Every journey toward improvement starts with a clear map. This is the starting point of a traditional Value Stream Map (minus leadtime ladder and data boxes) — a powerful visual tool that helps teams understand how work flows, identify waste, and uncover opportunities for improvement. Here are the 6 steps to good VSM management: 1. Identify the Process and Scope ✅Select a process that needs improvement. ✅Clearly define the start and end points of the process. ✅Determine the scope of the value stream, including key activities and information flows. 2. Form a Cross-Functional Team ✅Assemble a team that includes representatives from all relevant functions and departments involved in the value stream. ✅This ensures diverse viewpoints and accurate data collection. 3. Map the Current State ✅Draw out the current process, listing every step, including manual tasks, approvals, wait times, and decision points. ✅Gather accurate data on cycle times, wait times between steps, and Work-In-Progress (WIP). ✅Create a ‘leadtime ladder’ to show the total leadtime and actual value-add process times. 4. Identify Waste and Inefficiencies ✅Analyze the current state map to pinpoint areas of waste, bottlenecks, and delays. ✅Look for hidden delays, such as people waiting on approvals or missing information. 5. Design the Future State ✅Based on the identified waste, brainstorm and design a future state map that shows an improved, more efficient process. ✅Focus on creating flow and eliminating non-value-added activities. 6. Develop and Implement an Action Plan ✅Create a clear action plan to implement the improvements identified in the future state map. ✅Prioritize the simplest and easiest solutions to start with. ✅Continuously monitor and update the VSM as improvements are implemented. By using value stream mapping, we gain clarity, alignment, and a foundation for meaningful change. 🔍 Ready to ask: Where are we adding value—and where are we not? #ValueStreamMapping #ContinuousImprovement #LeanThinking #ProcessImprovement #FindLeanSolutions #OperationalExcellence

"Why does nothing finish?" Common question from leaders when teams look busy but delivery is slow. The answer is almost always: Too much work-in-progress (WIP). Ten things started. Two things finished. Eight things stuck somewhere. This creates invisible bottlenecks. In our value stream mapping workshops, we make WIP visible. Usually looks like this: Stage 1 (Development): 3 items Stage 2 (Code Review): 2 items Stage 3 (Testing): 1 item Stage 4 (Security Review): 12 items ← bottleneck Stage 5 (Deployment): 2 items Twenty items in progress. Twelve stuck at security review. The system can't see this without mapping it. Once visible, the solution is obvious: Limit WIP at the bottleneck. Stop starting. Start finishing. Don't let more than 5 items enter security review. Forces upstream teams to help clear the queue instead of adding to it. Counterintuitive: Limiting WIP speeds up delivery. Because flow matters more than activity. We use lightweight WIP tracking in workshops - typically just sticky notes on a wall showing current state. The act of making it visible changes behavior immediately. Where's work piling up in your system that nobody can see?

"The best tool for debottleneck identification" Value Stream Mapping (VSM) is a way to visually map out all the steps involved in creating a product or service, from start to finish. It helps you see how materials, information, and tasks flow through the process, so you can spot any delays, inefficiencies, or waste. Imagine it like creating a detailed map of a journey, showing each stop and the time it takes to get there. In VSM, you’re mapping out the steps in your production or service process, showing how long each step takes, how much inventory or work is waiting at each step, and how information moves between steps. Here's how VSM works: ✍ Current State Map: First, you draw a picture of how things currently work. This includes everything from the time materials arrive to when the final product or service is delivered. You’ll also track things like how long each step takes and how much inventory is building up between steps. ✍ Future State Map: After seeing how things work now, the next step is to create a map showing how you want the process to look after improvements. This focuses on eliminating waste and making the process flow more smoothly. ✍ Materials and Information Flow: You also track how raw materials and information move through the process, helping to highlight where delays or miscommunication may be happening. ✍ Process Steps: Every task or step in the process gets broken down, and you identify which ones add value to the product or service, and which ones don’t (those are the ones you want to fix or remove). ✍ Metrics: Along the way, you gather key numbers—like how long things take, how much inventory builds up, and how quickly things need to move to meet customer demand. Why Use VSM? 📌 It helps you identify waste, like long wait times, excess inventory, or unnecessary steps. 📌 It can lead to faster delivery times and a smoother, more efficient process. 📌 It makes it easier to communicate and share ideas about improving the process with your team. VSM is widely used in manufacturing, but it works for any business or industry that has a process to improve.