How to Use VSM Correctly
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How to Use VSM Correctly

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Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. Your future-state ...

Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. Your future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.

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  • Full Name Full Name Comment goes here.
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  • Mike, would you say that this VSM workflow replaces the 'vision' exercisas that were en vogue by the end of the 80s?
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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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How to Use VSM Correctly Presentation Transcript

  • 1. Value Stream Mapping Correctly Combining Value Stream Mapping and the Improvement Kata © Mike Rother TOYOTA KATA 1 How to Use Mike Rother, July 2011 Copyright © 2014 Mike Rother, all rights reserved 1217 Baldwin Avenue / Ann Arbor, MI 48104 USA / tel: (734) 665-5411 / mrother@umich.edu
  • 2. INTRODUCTION q q © Mike Rother TOYOTA KATA 2 Value stream mapping (VSM) is a Lean method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer. The book Learning to See, which I co-authored with John Shook and Jim Womack, is an instruction manual for VSM. We've not found another tool that works as well for analyzing & designing flows at the system level. Value Stream Mapping can be used for various purposes, such as: Helping you quickly understand how a system works from door to door. (I sketch a simple map nearly every time I visit a factory.) Helping you communicate. However, a main purpose of Value Stream Mapping is to support an ongoing process of improvement, adaptation and innovation. Thatʼs what this SlideShare is about.
  • 3. EFFECTIVE USE OF VALUE STREAM MAPPING © Mike Rother TOYOTA KATA 3 Value stream mapping is not an end in itself. Itʼs something that assists in the process of improvement. The purpose of this SlideShare is to encourage you to use Value Stream Mapping (VSM) as a tool and practice within a systematic, scientific improvement process, such as the Improvement Kata / Coaching Kata. In short, you use the future-state map to focus and aim individual improvement efforts toward a common breakthrough challenge.
  • 4. NOTE THAT THE FIRST STEP OF THE IK PATTERN IS TO DEFINE THE OVERARCHING CHALLENGE Having an overarching challenge is important; so that individual target conditions are seen as meaningful. Itʼs difficult for us to stay engaged with something that doesnʼt have a purpose. © Mike Rother TOYOTA KATA 4 Target Obstacles Condition Challenge Vision Current Condition “When people see themselves as components in a system [and] work in cooperation to achieve a shared aim, they feel that their efforts hold meaning. They experience interest and challenge and joy in the work.” ~ W. Edwards Deming, The New Economics, page 128
  • 5. A ROLE FOR VALUE STREAM MAPPING Value Stream Mapping is a tool for analyzing & designing the flow across multiple processes Typically a 6-month to 3-year timeframe © Mike Rother TOYOTA KATA 5 What is the the direction in which process teams should improve? The future-state map 'connects the dots' of individual improvement efforts by providing a common challenge to strive for. This aligns your process-improvement efforts Vision Target Condition Target Condition Target Condition Next Target Condition Next Target Condition Next Target Condition Challenge Process Team A Process Team B Process Team C This is a main intended role for VSM!
  • 6. The 4 Steps of the Improvement Kata © Mike Rother TOYOTA KATA 6 WHERE VALUE STREAM MAPPING FITS IN (1) Understand the Direction or Challenge (2) Grasp the Current Condition (3) Establish the Next Target Condition (4) Iterate Toward the Target Condition PLANNING PHASE EXECUTING Organization Level Value Stream Loop Level Process Level Future-State Value Stream Mapping Current-State Value Stream Mapping Diagram by Emiel Van Est Organizationʼs vision and strategic objectives Value Stream Level Future-State Loop Mapping Current-State Loop Mapping
  • 7. © Mike Rother TOYOTA KATA 7 The diagram on the previous page & below depicts how the four steps of the Improvement Kata pattern are utilized at each level of an organization. The diagonal arrows show how the Target Condition at one level becomes the Direction or Challenge for the next level down. At the value-stream level, current-state value stream mapping is used for the Kata step of grasping the current condition, and future-state mapping is used for the Kata step of establishing the target condition. VSM is then often also used to assess and design value stream loops. Future-state value stream maps define the direction / challenge for the improvement process at the loops and work processes inside that value stream HOW IT WORKS
  • 8. COACHING TO AN OVERARCHING CHALLENGE Finally... a practical way to operationalize strategy deployment! © Mike Rother TOYOTA KATA 8 Coaches Value Streams Coaches VS Loops Coaches Processes Organizationʼs Strategic Goal Value Stream Goal Value Stream Loop Goal Process Goal
  • 9. SUMMARIZE THE FUTURE-STATE GOAL WITH A CHALLENGE STATEMENT This is a “theme”... a compact description of what this value stream is aiming for overall Value Stream Challenge Statement © Mike Rother TOYOTA KATA 9 Future-State Value Stream Design “Build to truck, kitchen at a time” Build one customer kitchen at a time and put it right on the truck. “Same day, next day” Assemble the day ordered, and ship the next day. Future State Value Stream Map + Some actual examples: MAPPING TIP
  • 10. MAPPING TIP: DONʼT MAKE THIS MISTAKE A common VSM error © Mike Rother TOYOTA KATA 10 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.
  • 11. LIGHTNING BURSTS DONʼT BELONG ON THE CURRENT STATE VALUE STREAM MAP You havenʼt yet defined where you want to go © Mike Rother TOYOTA KATA 11 Once youʼve drawn the current state map, the next step is to design a future value stream that answers the question: “How do we want this value stream to be functioning (to flow) 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 flow design. Here, for example, are the kaizen bursts from the future-state map in Learning to See, page 78.
  • 12. WORK IN A GOAL-DIRECTED MANNER Donʼt Do This: © Mike Rother TOYOTA KATA 12 Do This: Current-State Map Future-State Map Current-State Map Chasing after problems / wastes / opportunities
  • 13. MOVE TOWARD YOUR FUTURE STATE DESIGN SYSTEMATICALLY & SCIENTIFICALLY Work iteratively, with the Improvement Kata pattern Future State VS Map CC TC1 CC TC2 CC TC3 CC TCn © Mike Rother TOYOTA KATA 13 Current State VS Map Scientifically moving toward the future-state design (iterating) by applying the Improvement Kata pattern at individual processes CC = Current Condition, TC = Successive Target Conditions Value Stream Level Process Level Once youʼve drawn the future-state value-stream map, work toward that goal step-by-step by utilizing the Improvement Kata pattern at the individual processes in that value stream.
  • 14. © Mike Rother TOYOTA KATA 14 BREAK YOUR 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 future-state design for a value stream loop is a hoshin for improvement at the processes in that loop. What do the processes in this loop need to work on, to help achieve the VS loop goal? See p.86 in A VS loop often corresponds to Learning to See a “Department” in an organization
  • 15. © Mike Rother TOYOTA KATA 15 VS LOOPS CONNECT THE SYSTEM-LEVEL VIEW WITH PROCESS-LEVEL IMPROVEMENT The loops on a future-state value stream map are where value stream mapping and process improvement meet
  • 16. © Mike Rother TOYOTA KATA 16 DEAR VALUE STREAM MAPPERS... We invite you to use this effective ʻconnectedʼ approach to Value Stream Mapping (integrating VSM with the Improvement Kata / Coaching Kata patterns) and to share what you learn on SlideShare, YouTube, in articles and so on.