78 Quotes About Value-stream-mapping

Rather than viewing value stream mapping as just a toll to reduce operational waste, the broader use of value stream mapping as a methodology to transform leadership thinking, define strategy and priorities, and assure that customers are receiving high levels of value is where value stream mapping earns its brightest stripes.

The primary type of value stream is one in which a good or service is requested by and delivered to an external customer. Other value streams support the delivery of value; we refer to these as value-enabling or supporting value streams.

The inclination to jump into the weeds and design micro-level improvements before the entire work system - the macro picture- is fully understood, is a key contributor to suboptimization.

Suboptimization occurs when you make an improvement to one component of a system while ignoring the effects of that change on the other components. A seemingly important improvement could cause the overall work system to perform more poorly.

Transformation requires fundamental changes in an organization's DNA; done well, value stream mapping can be instrumental in facilitating the necessary shifts in mindsets and behaviors.

The visual nature of value stream maps enables consensus-building conversations across the organization, from the front lines to senior leaders.

the most powerful metric we've seen for analyzing processes in office, service, and knowledge work environments: percent complete and accurate (%C&A)

Failure to involve leadership, employ cross-functional teams, and include relevant metrics, for example, often results in subpar future state designs that collect dust.

significant time and money is wasted when organizations attempt to make improvements without a clearly defined, externally focused improvement strategy that places the customer in the center.