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Whether you are a novice, experienced improvement practitioner, or senior leader, Value Stream Mapping will help you design and operate your business more effectively. And if your organization already uses value stream mapping, this book will help you improve your transformation efforts.

Value stream mapping (a.k.a. material and information flow mapping at Toyota). Done for the correct reasons and in the proper context, and it can serve as a powerful method to transform the way work gets done in an organization. Proponents have even called it, the missing link in business management.

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But, as the technique has grown in notoriety, so too has the overproduction of the value stream map. Rather serving its true purpose as a diagnostic to shed light on a specific set of challenges, it has become an obligatory first step in the Lean transformation to be used for any and all purposes, and much of the value that is its namesake has been stripped away. Opponents claim that value stream maps have become part of the Lean wallpaper phenomenon; they look good hanging on the wall of a conference or board room, but do little beyond simply keeping up appearances.

In the ongoing debate over VSM, the arguments on both sides are valid. So, how do we harness the power of value stream mapping to ensure that we are using the technique only when it truly adds value? Like in most situations in Lean and in life, a little knowledge can go a long way. Education is key.

A good value stream map highlights the unnecessary complexity in our product and service offerings. Ironically, the catalog of books on the topic of value stream mapping itself is unnecessarily complex, with over 100 different offerings on the shelves. Please, allow me to simplify.

This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.

The value-stream map is a paper-and-pencil representation of every process in the material and information flow, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Value-stream mapping is an overarching tool that gives managers and executives a picture of the entire production process, both value and non value-creating activities. Rather than taking a haphazard approach to lean implementation, value-stream mapping establishes a direction for the company.

To encourage you to become actively involved in the learning process, Learning to See contains a case study based on a fictional company, Acme Stamping. You begin by mapping the current state of the value stream, looking for all the sources of waste. After identifying the waste, you draw a map of a leaner future state and a value-stream plan to guide implementation and review progress regularly.

With this easy-to-use product, a company gets the tool it needs to understand and use value-stream mapping so it can eliminate waste in production processes. Start your lean transformation or accelerate your existing effort with value-stream mapping.

Mike is co-author of two groundbreaking LEI workbooks, Learning to See: value-stream mapping to add value and eliminate muda, which received a Shingo Research Award in 1999 and Creating Continuous Flow: an action guide for managers, engineers and production associates, which received a Shingo Award in 2003. Mike's recent books are Toyota Kata (McGraw-Hill), Toyota Kata Culture, and the forthcoming Toyota Kata Practice Guide.

Although value stream mapping is often associated with manufacturing, it is also used in logistics and supply chains, service-related industries, healthcare, software development, product development, and administrative and office processes.

Value Stream Mapping is a practical, how-to guide that helps decision-makers improve value stream efficiency in virtually any setting, including construction, energy, financial service, government, healthcare, R&D, retail, and technology. It gives you the tools to address a wider range of important VSM issues than any other such book, including the psychology of change, leadership, creating teams, building consensus, and charter development.

This type of mapping may be older than many people think. Examples of diagrams showing the flow of materials and information are contained in a 1918 book called Installing Efficiency Methods, by Charles E. Knoeppel. Later, this type of diagramming became associated with the vaunted Toyota Production System and the whole lean manufacturing movement, although it was typically called material and information flow mapping, process mapping or other names, not value stream mapping. The people most often credited with creating the Toyota Production System, starting in earnest in the 1950s, include: Shigeo Shingo (1909-1990), a Japanese industrial engineer, Toyota consultant and namesake of the Shingo Prize for lean excellence; and Toyota executives Taiichi Ohno (1912-1990); Kiichiro Toyoda (1894-1952) and Eiji Toyoda (1913-2014).

Value stream mapping, as with other good visualizations, serves as an effective tool for communication, collaboration and even culture change. Decision makers can clearly visualize the current state of the process and where waste is occurring. They can see problems like process delays, excessive downtime, constraints and inventory issues. And with the Future State and/or Ideal State VSM, they can see precisely how to improve.

While Value Stream Mapping is core to lean methods, it often requires a substantial investment of people and time to do it, and if not applied wisely, it can be wasteful in itself. You of course want profitable applications of value stream mapping.

It requires team members skilled in carrying out advanced VSM, and it may take days, weeks or even months to carry out some involved mapping projects. Think of it as a powerful tool central to lean methods, but not every circumstance lends itself to value stream mapping. You need to balance potential value with the work necessary to conduct the VSM.

In manufacturing: To find waste in the production process by analyzing each step of material handling and information flow. This is where lean methodology got its start in the 1950s at Toyota, and lean methods and value stream mapping remain key to manufacturing throughout the world. Of course, they have since spread to other fields and have become intertwined with Six Sigma methods and Lean Six Sigma.

Value stream mapping supports stream analysis by simplifying a complex system into a map. The map illustrates the outcomes of the value stream analysis, providing a visual tool to facilitate understanding and communication. The next section outlines the steps for completing a value stream analysis, creating a current state map, developing future and ideal state maps, and ultimately carrying out a lean plan. These steps are best practices for VSM and provide organization to value stream analysis, hopefully leading to the best possible outcome: an efficient and integrated material and information flow system.

If there is no value stream map and an associated tracking center, then the company is not pursuing true Lean manufacturing. But there were no value steam maps in the Toyota facility in West Virginia, nor are there value stream managers. And this is hardly because Toyota employees are so smart they all carry the value stream maps around in their heads.

No one tool can do all of that. For surfacing these issues other tools are much more widely and effectively used. Unfortunately, the average user of the workbook tends to copy the pattern expressed in value stream mapping regardless of the nature of their manufacturing problems.

In my 35-year manufacturing and supply chain career, the most powerful business tool that I have used is value stream mapping. Used well it can be the catalyst for transforming operations by identifying previously unknown waste, focusing improvement efforts where they deliver the most value and aligning business processes to the needs of customers.

A value stream map is a special type of process map. A value stream map simultaneously presents the product and information flow for a business process. By examining both the product and information flow, value stream mapping enables businesses to understand both the location and magnitude of waste in the process and the information and communication flows that are driving that waste.

Value stream mapping has been around for several decades, there is extensive literature on the topic, and it has been applied in a huge range of applications by thousands of practitioners. Despite this, often, I see value stream mapping applied badly and failing to deliver its potential. So here are some simple tips that can help you get the most out of this powerful tool and avoid the common pitfalls.

The temptation with value stream mapping is to head out with a copy of one of the books on the topic and start mapping yourself. The problem with this is that the purpose of value stream mapping is not just to record the process, but to improve the process. To achieve change you need to engage all the key functions and stakeholders involved. 17dc91bb1f