Untangling with Value Stream Mapping : How to Use VSM to Address Behavioral and Cultural Patterns and Quantify Waste in Multifunctional and Nonrepetitive Work Environments book cover
1st Edition

Untangling with Value Stream Mapping
How to Use VSM to Address Behavioral and Cultural Patterns and Quantify Waste in Multifunctional and Nonrepetitive Work Environments




  • Available for pre-order. Item will ship after April 6, 2022
ISBN 9780367505660
April 6, 2022 Forthcoming by Productivity Press
152 Pages 88 Color Illustrations

USD $49.95

Prices & shipping based on shipping country


Preview

Book Description

The standard belief in books about the Lean initiatives and value stream mapping (VSM) is that VSM works well on transactional processes (which are primarily linear processes where hand-offs are well defined and the outcome is known), and it is useful for repetitive projects or products. This book counters these statements by clearly demonstrating how a VSM exercise can be successfully performed in complex, multifunctional environments involving non-repetitive work, such as aircraft new product development, custom engineering, software development, and project management.

The methodology described in the book is the result of more than 10 years of refinement and is based on practice, while working with multidisciplinary teams and helping them achieving their goals. This is a novel approach to capturing the information flow in a VSM by recognizing it as the place where most of the issues are generated, especially for the previously mentioned environments and the fact that classical mapping methodologies (including classical VSM) do not capture it well.

The VSM methodology that the author developed goes to the essence of a VSM (activities flow, information flow, timeline), uses conventional VSM icons and some custom information flow icons, and helps:

• quantifying waste (VSM literature gap)

• making disconnects visible (VSM literature gap)

• making behavioral and cultural patterns visible (VSM literature gap)

If the steps are followed thoroughly, then constantly lead time reductions ranging from 60% to 88% are achieved along with increased availability of resources, more output with the same resources, projects delivered on time, and most importantly: colleagues embracing the Lean mindset, which greatly contributed to maintaining the gains.

Essentially, this book helps readers perform a VSM in environments where multiple stakeholders interact with each other to deliver a product or a service with unclear aspects, such as what’s the product/service? How can all involved contribute to the product or service transformation? And, how the interactions between them occur?

For example, the products / services targeted in this book include test results, analysis results, a custom design, a process, a methodology, an engineering change, integrated enterprise software, and engineering drawings.

Concurrently, this book helps readers map behavioral patterns such as micromanagement and company culture aspects such as excessive governance and “decisions by committee."

Table of Contents

CHAPTER 1. HOW CAN WE IMPROVE IT, IF WE CAN’T SEE IT?

1.1 What’s a tangled environment?

1.2 Why it’s hard to significantly improve work in a tangled environment?

1.3 Can Value Stream Mapping help?

CHAPTER 2. DO WE REALLY KNOW WHAT WE’RE AFTER?

2.1 Anyone caring?

2.2 What’s the context?

2.3 Trouble engaging people?

2.4 What are we trying to fix?

2.5 What’s the big picture?

2.6 What is like, being the product?

2.7 What’s the motivation?

CHAPTER 3. WHAT’S IMPORTANT TO SEE AND HOW DO WE CAPTURE IT?

3.1 Everybody on the same page?

3.2 Ready to record?

3.2.1 The mapping pattern

3.2.2 Timestamps and Lead time

3.2.3 Cause & Adverse Effect, Rework

3.3 What does it look like?

3.3.1 Mapping conventions and icons

3.3.2 How it all comes together ?

3.4 Deep dive or fly high?

3.5 Time to practice

3.5.1 Macro level current state map

3.5.2 High level current state map

3.5.3 Detailed level current state map

3.6 Generic considerations

CHAPTER 4. NOW THAT WE MADE IT VISIBLE, WHAT DO WE SEE?

4.1 What is Waste and why care about it?

4.2 What reveals Waste?

4.2.1 VSM Icons reveal Waste

4.2.2 Information flow patterns reveal Waste

4.3 Need to dig deeper?

4.4 Time to step back and conclude

4.5 Time to practice

CHAPTER 5. NOW THAT WE UNDERSTAND IT, WHAT WOULD WE LIKE IT TO BE?

5.1 Future state criteria

5.1.1 Time to practice

5.2 Technical backbone

5.2.1 Time to practice

5.3 The Waste machine

5.3.1 The push system

5.3.2 Lack of knowledge

5.3.3 Lack of visibility and office politics

5.4 How to deal with the Waste Machine?

5.4.1 The flow system

5.4.2 Visual management

5.4.3 Knowledge management

5.4.4 Product-centric, dedicated multifunction teams

5.4.5 Dealing with behavioral and cultural aspects

5.5 What’s the Future State strategy?

5.6 Mapping the future state

5.6.1 Time to practice

5.6.2 High level future state map

5.6.3 Detailed level future state map

CHAPTER 6. IS IT GOOD ENOUGH? WHAT DOES IT TAKES TO MATERIALIZE IT?

6.1 Simulating the future state

6.2 The before and after

6.3 Rating against the future state criteria

6.4 The future state map bursts

6.5 The future state implementation strategy

6.5.1 Time to practice

6.6 The value stream improvement action plan

6.7 Sustaining the gains from the mapping exercise

CONCLUSION

APPENDIX A Value stream mapping checklists

APPENDIX B Value stream mapping icons

APPENDIX C Detailed current state VSM for Ted's story

APPENDIX D Conclusions current state VSM for Ted's story

APPENDIX E Preparation future state VSM for Ted's story

APPENDIX F Verification and implementation action plan future state VSM for Ted's story

APPENDIX G Characters and stories

 

...
View More

Author(s)

Biography

Ovidiu Contras is a Lean Coach and author of “Navigating the Lean Transformation," book covering some of his personal experiences in Lean transformation efforts, not as a consultant, but as a continuous improvement employee.

 His career started as a design engineer for high temperatures industrial equipment. Since 2000 he is actively involved in Lean Transformation efforts as Lean Black Belt, Continuous Improvement Manager, Kaizen Promotion Officer or Lean Coach in different environments: Manufacturing, Engineering, Operations, working for companies in Aerospace, Consumer Goods and Research & Development.

Ovi is specialized in the application of Lean principles in New Product Development with complex, multifunctional environments where the product is hard to see and the work is non-repetitive.