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Value Stream Mapping and the Improvement Kata
 

Value Stream Mapping and the Improvement Kata

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How to connect the value-stream view and process-level continuous improvement

How to connect the value-stream view and process-level continuous improvement

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  • Mike,
    This is very helpful. I have been experimenting with your thoughts and ideas. I wonder if a challenge is the final ideal state for the value stream and target conditions come from the completing each loop. Then the small steps or kaizens that need to be accomplished to reach the target condition is where the kata is applied at high frequency.
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  • Mike - Thanks a lot for the crisp presentation! Not bound to production environments (even though five years at BMW's Leipzig plant have shaped the mind ;-)), I envision use of lean thinking especially in the hightechnology and entrepreneurship arena. The field of performing arts, like seen in opera and ballet, can be seen, and experienced as a facilitating boundary object. Some thoughts to be found on my blog http://leanthinkers.blogspot.com and of course on http://facebook.com/Semperoper, the local opera house here in Dresden.
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  • Mike,
    This is great! I'm experimenting to use the IK and CK with my leaders. The difference is more about helping them to close the gaps between their organizational vision and reality and not on the VS. However, we can certainly begin to expand from the process level to the executive level quickly. I'll share more with you as it is revealed.
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    Value Stream Mapping and the Improvement Kata Value Stream Mapping and the Improvement Kata Presentation Transcript

    • Value Stream Mapping & the Improvement Kata A practical way to practice strategy deployment Mike Rother, July 2011 Copyright © 2011 Mike Rother, all rights reserved 1217 Baldwin Avenue / Ann Arbor, MI 48104 USA / tel: (734) 665-5411 / mrother@umich.edu © Mike Rother TOYOTA KATA 1
    • YOU ALREADY KNOW VALUE STREAM MAPPING The purpose of this SlideShare is to encourage you to use Value Stream Mapping (VSM) as a tool to support attainment of strategic objectives. Specifically, you can use a future-state map to focus and aim improvement efforts toward a shared breakthrough challenge. © Mike Rother TOYOTA KATA 2
    • AIMING IMPROVEMENT EFFORTS AT A SHARED CHALLENGE Value Stream Mapping is a tool for analyzing & designing the flow across multiple processes What is the the direction in which process teams should improve? What is the strategic challenge the teams should help to achieve? Process Team A Target Condition Next Target Condition Process Team B Target Condition Next Target Condition Process Team C Target Condition Next Target Condition © Mike Rother Typically a 6-month to 3-year timeframe Vision Challenge The intended role for VSM TOYOTA KATA 3
    • WHERE VALUE STREAM MAPPING FITS IN The Steps of the Improvement Kata Understand the Direction Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition Organization Level Value Stream Level Current-State Future-State Value Stream Value Stream Mapping Mapping Value Stream Loop Level Process Level PLANNING PHASE EXECUTING Diagram by Emiel Van Est © Mike Rother TOYOTA KATA 4
    • HOW IT WORKS The diagram depicts how the same four steps of the Improvement Kata pattern are utilized at each level of an organization. The red arrows show how the Target Condition at one level becomes the Direction for the next level down. In many cases current-state value stream mapping is used for grasping the current condition at the value stream level, and future-state mapping is used for establishing the target condition at the value-stream level. The future-state value stream map then defines the direction in which improvement efforts of the process teams along the value stream should aim. © Mike Rother TOYOTA KATA 5
    • COACHING TO AN OVERARCHING CHALLENGE Finally... a practical way to operationalize strategy deployment! Coaches Value Streams Coaches VS Loops Coaches Processes Organizationʼs Strategic Goal Value Stream Goal Value Stream Loop Goal Process Goal © Mike Rother TOYOTA KATA 6
    • TIP: DONʼT MAKE THIS MISTAKE A common VSM error Donʼt value stream map the current state, highlight problems with lightning bursts and then just go after those issues. Thatʼs not an effective way to improve. Itʼs too random. The main purpose of drawing a current state value stream map is not to see problems, wastes or improvement opportunities for quick resolution, but to provide the basis for designing a future state. © Mike Rother TOYOTA KATA 7
    • LIGHTNING BURSTS DONʼT BELONG ON THE CURRENT STATE VALUE STREAM MAP You havenʼt yet mapped where you want to go After youʼve drawn your current state map, the next step is to design a future state that answers the question: “How do we want this value stream to be functioning ~ 1-3 years in the future?” Then you can draw lightning bursts onto the future-state map to indicate construction sites you think will be necessary in order to achieve your future-state design. Here, for example, are the future-state kaizen bursts from Learning to See, page 78. © Mike Rother TOYOTA KATA 8
    • WORK IN A GOAL-DIRECTED MANNER Donʼt Do This: Current-State Map Problems / wastes / opportunities Do This: Current-State Map © Mike Rother Future-State Map TOYOTA KATA 9
    • NOW... MOVE TOWARD YOUR FUTURE STATE SYSTEMATICALLY & SCIENTIFICALLY The Improvement Kata pattern is fractal Once youʼve drawn the future-state value-stream map, work toward that goal by repeating the Improvement Kata pattern at the individual processes in that value stream. Your future-state value stream design provides the “Direction” thatʼs asked for in Step 1 of the IK pattern... the challenge toward which each process team directs their Improvement Kata activity. This aligns your process improvement efforts. e Valu m a S t r e el Lev Current State VS Map ss roce l P Leve CC Future State VS Map TC CC TC CC TC CC TC Systematically moving toward the future-state design by applying the Improvement Kata at individual processes CC = Current Condition, TC = Target Condition © Mike Rother TOYOTA KATA 10
    • BREAK THE FUTURE-STATE VALUE STREAM MAP INTO LOOPS The future-state characteristics for the loops of a value stream provide challenge and coordination for establishing target conditions at the individual work processes inside those loops. The futurestate design for a value stream loop is a hoshin for improvement at the processes in that loop. See p.86 in Learning to See What do these processes need to do, to help achieve the VS loop goal? © Mike Rother TOYOTA KATA 11
    • VS LOOPS CONNECT THE SYSTEM-LEVEL VIEW WITH PROCESS-LEVEL IMPROVEMENT The loops on a future-state value stream map is where value stream mapping and process improvement meet © Mike Rother TOYOTA KATA 12
    • AN INVITATION Dear value stream mappers... I invite you to use this Strategy Deployment approach and post what you learn on SlideShare © Mike Rother TOYOTA KATA 13