Value Stream Mapping and the Improvement Kata
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Value Stream Mapping and the Improvement Kata

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How to use VSM correctly, to provide an overarching challenge for individual improvement efforts.

How to use VSM correctly, to provide an overarching challenge for individual improvement efforts.

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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 and the Improvement Kata -- How to use VSM correctly -- © Mike Rother TOYOTA KATA 1 Combining 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
    • EFFECTIVE USE OF VALUE STREAM MAPPING © Mike Rother TOYOTA KATA 2 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 the Improvement Kata / Coaching Kata process. In short, you use the future-state map to focus and aim individual improvement efforts toward a common breakthrough challenge.
    • NOTE THAT THE FIRST STEP OF THE IK PATTERN IS TO DEFINE THE OVERARCHING CHALLENGE This is the context within which the rest of the Improvement Kata is applied 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 3 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
    • AIMING IMPROVEMENT EFFORTS AT A SHARED CHALLENGE 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 4 What is the the direction in which process teams should improve? What is the strategic challenge the teams should help to achieve? 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 the intended role for VSM!
    • Organization Level The 4 Steps of the Improvement Kata © Mike Rother TOYOTA KATA 5 HOW VALUE STREAM MAPPING FITS IN Understand the Direction Grasp the Current Condition Establish the Next Target Condition Iterate Toward the Target Condition PLANNING PHASE EXECUTING Value Stream 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
    • © Mike Rother TOYOTA KATA 6 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 red arrows illustrate 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. The future-state value stream map defines the direction/challenge for the improvement process at the work processes inside that value stream HOW IT WORKS Organizationʼs vision and strategic objectives
    • COACHING TO AN OVERARCHING CHALLENGE Finally... a practical way to operationalize strategy deployment! © Mike Rother TOYOTA KATA 7 Coaches Value Streams Coaches VS Loops Coaches Processes Organizationʼs Strategic Goal Value Stream Goal Value Stream Loop Goal Process Goal
    • TIP: DONʼT MAKE THIS MISTAKE A common VSM error © Mike Rother TOYOTA KATA 8 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.
    • LIGHTNING BURSTS DONʼT BELONG ON THE CURRENT STATE VALUE STREAM MAP You havenʼt yet mapped where you want to go © Mike Rother TOYOTA KATA 9 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.
    • WORK IN A GOAL-DIRECTED MANNER Donʼt Do This: © Mike Rother TOYOTA KATA 10 Do This: Current-State Map Future-State Map Current-State Map Problems / wastes / opportunities
    • MOVE TOWARD YOUR FUTURE STATE DESIGN SYSTEMATICALLY & SCIENTIFICALLY Future State VS Map With the Improvement Kata pattern CC TC CC TC CC TC CC TC © Mike Rother TOYOTA KATA 11 Current State VS Map Systematically moving toward the future-state design by applying the Improvement Kata at individual processes CC = Current Condition, TC = Target Condition Value Stream Level Process Level 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.
    • © Mike Rother TOYOTA KATA 12 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 future-state design for a value stream loop is a hoshin for improvement at the processes in that loop. What do these processes need to do, to help achieve the VS loop goal? See p.86 in Learning to See
    • © Mike Rother TOYOTA KATA 13 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 14 DEAR VALUE STREAM MAPPERS... I invite you to use this effective ʻconnectedʼ approach to Value Stream Mapping (integrating VSM with the Improvement Kata / Coaching Kata patterns) and to post what you learn on SlideShare!