78 Quotes About Value-stream-mapping

Beware leaders that want to negotiate for shorter time frames than the team feels is prudent. Most leaders have been away from the front lines for a long time and have grown out of touch with how long it takes to plan and execute well-thought-out improvements.

In terms of overall transformation plan ownership, we recommend a sole accountable party.

It bears repeating: in our experience, the plan review meetings are a key success factor in value stream transformation.

We find a direct link between results and the degree to which the executive sponsor remains visibly engaged.

Executing and sustaining change requires a different set of organizational behaviors than those required for planning.

Whereas clarity and ingenuity are required for creating current and future state maps, focus and discipline are essential for successfully executing and sustaining improvement.

You need to talk about it. Explain it. Let people ask questions.

In the spirit of respect for people, and as a means to facilitate plan execution, workers who are part of the process or those who will be affected by the improvements must also be aware of the mapping activity and the plan for transformation.

Following this scientific process assures that everyone involved in making improvements is thinking critically and breaking old habits of prematurely leaping to solutions or rushing through execution for the sake of meeting a deadline.