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| benefits of value stream mapping: Learning to See Mike Rother, John Shook, 2003 Lean production is the gold standard in production systems, but has proven famously difficult to implement in North America. Mass production relies on large inventories, uses push processes and struggles with long lead times. Moving towards a system that eliminates muda (waste) caused by overproduction, while challenging, proves necessary for improved efficiency. Often overlooked, value stream mapping is the essential planning stage for any Lean transformation. In Mike Rother and John Shook's essential guide, you follow the value stream mapping undertaken for Acme Stamping, for its current and future state. Fully illustrated and well-organized, Learning to See is a must-see for the value stream manager. |
| benefits of value stream mapping: Installing Efficiency Methods Charles Edward Knoeppel, 1915 |
| benefits of value stream mapping: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation Karen Martin, Mike Osterling, 2013-10-25 The first of its kind—a Value Stream Mapping book written for those in service and office environments who need to streamline operations 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. Karen Martin is principal consultant for Karen Martin & Associates, LLC, instructor for the University of California, San Diego's Lean Enterprise program, and industry advisor to the University of San Diego's Industrial and Systems Engineering program. Mike Osterling provides support and leadership to manufacturing and non-manufacturing organizations on their Lean Transformation Journey. In a continuous improvement leadership role for six years, Mike played a key role in Square D Company's lean transformation in the 1990s. |
| benefits of value stream mapping: Creating Continuous Flow Mike Rother, Rick Harris, 2001-12 This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these cells produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer.This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day.Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll learn: where to focus your continuous flow efforts, how to create much more efficient work cells and lines, how to operate a pacemaker process so that a lean value stream is possible, how to sustain the gains, and keep improving.Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow.Every production facility has at least one pacemaker process. The pacemaker processes is usually where products take their final form before going to external customers. It’s called the pacemaker because how you operate here determines both how well you can serve the customer and what the demand pattern is like for your upstream supplying processes.How the pacemaker process operates is critically important. A steady and consistently flowing pacemaker places steady and consistent demands on the rest of the value stream. The continuous flow processing that results allows companies to create leaner value streams.[Source : 4e de couv.] |
| benefits of value stream mapping: The Complete Lean Enterprise Beau Keyte, Drew A. Locher, 2004-07-30 Winner of the 2005 Shingo Prize for Excellence in Manufacturing Research Most lean initiatives conducted by manufacturers are focused mostly on shop-floor activities — mapping the value stream of raw material to the shop-floor customer. Much of the untapped potential for productivity improvements lies, however, in non-production areas — where the value stream is administrative (i.e., order to cash). These office value streams directly support the daily production needs of an enterprise. Beau Keyte and Drew Locher's new book, The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes, offers a step-by-step approach to applying lean initiatives to the administrative and office environment. It's a must read for leaders looking to improve their production support activities within their order-to-cash value stream. The Complete Lean Enterprise is a valuable tool in applying value stream mapping (VSM) to non-production areas, identifying office wastes, establishing performance metrics, speeding up administrative workflow, and improving office efficiency. |
| benefits of value stream mapping: Value Stream Mapping for the Process Industries Peter L. King, Jennifer S. King, 2017-08-25 Providing a framework that highlights waste and its negative effects on process performance, value stream maps (VSMs) are essential components for successful Lean initiatives. While the conventional VSM format has the basic structure to effectively describe process operations, it must be adapted and expanded to serve its purpose in the process indu |
| benefits of value stream mapping: Energy Value Stream Mapping Neha Verma, Dr. Vinay Sharma, 2020-03-19 This is a Fiction book. |
| benefits of value stream mapping: Clarity First: How Smart Leaders and Organizations Achieve Outstanding Performance Karen Martin, 2018-03-02 Award-winning business performance improvement and Lean management expert Karen Martin diagnoses a ubiquitous business management and leadership problem—the lack of clarity—and outlines specific actions to dramatically improve organizational performance. Through her global consulting projects, keynote speeches, and work with thousands of leaders, Karen has seen first-hand how a pervasive lack of clarity strangles business performance and erodes employee engagement. Ambiguity is the corporate default state, a condition so prevalent that “tolerance for ambiguity” has become a clichéd job requirement. It doesn’t have to be this way. In Clarity First, Karen provides methods and insights for achieving clarity to unleash potential, innovate at higher levels, and solve the problems that matter to deliver outstanding business results. Both a visionary road map and practical guide, this book will help leaders: •Identify and communicate the organization’s true purpose •Set achievable priorities •Deliver greater customer value through more efficient processes •Provide greater transparency about true versus assumed performance •Build strong problem-solving and critical thinking capabilities throughout the organization •Develop personal clarity to be a more direct, purposeful, and successful leader Eliminating ambiguity is the first step for leaders and organizations to achieve strategic goals. Learn how to gain the clarity needed to make better decisions, lead more effectively, and boost organizational performance. When it comes to leading an outstanding organization, every great leader needs Clarity First. |
| benefits of value stream mapping: Value Stream Management for the Lean Office Don Tapping, Tom Shuker, 2018-02-19 Bring Lean Improvements to the Administrative Areas of Your Organization! Extending their eight-step process to the realization of a lean office, Tapping and Shuker use a customer service case studyto illustrate the effectiveness of the value stream storyboard.This popular volume provides organizations with a proven system for implementing lean principles in the office. In addition to providing a thorough overview of basic lean concepts, this book details methods for identifying the administrative activities in need of attention. To address these, it applies the eight-step process for removing waste and reorganizing workflow. Accompanying the book are downloadable resources containing a lean assessment tool, a storyboard template, charts, a team charter, and worksheets. Along with this book you receive downloadable resources containing a lean assessment tool, a storyboard template, useful charts, a team charter, forms, reports, and worksheets! |
| benefits of value stream mapping: Lean Kaizen V. George Alukal, Anthony Manos, 2006-02-06 To compete successfully in today’s economy, organizations need to be as good as or better than their global competitors. This goes not only for quality, but also for costs and cycle times (lead time, processing time, delivery time, set-up time, response time, etc.). Lean addresses these needs in its emphasis on teamwork, continuous training and learning, produce to demand (“pull”), mass customization and batch size reduction, cellular flow, quick changeover, and total productive maintenance. Originally applied in manufacturing settings, lean has now migrated to non-shop floor activities: in business support functions, such as sales, customer service, accounting, human resources, engineering, purchasing; within manufacturing firms; and also in purely service areas like finance, government, and healthcare. The intended audience for this book is any quality or operational professional who wants to start their lean journey or enhance their career opportunities. After introducing the concepts of lean and kaizen, various building blocks of a lean enterprise are described. After reading this book, any reader will have a foundation of what is understood today as lean. All the examples of kaizens presented in the book are from the authors' experience associated with real lean transformations. In addition, the forms, figures, and checklists included as part of this book and also on the accompanying CD-ROM can be customized and used in the readers’ own lean journey when they perform kaizens. COMMENTS FROM OTHER CUSTOMERS Average Customer Rating: (4 of 5 based on 1 review) This book gives a great introduction to kaizen, along with a sensible how to and several case studies across various industries, including for non-manufacturing applications. It also gives a good introduction to Lean in general, and it places enough emphasis on the human side of implementing Lean so that the reader walks away with an understanding that the Lean tools may be fairly simple but the implementation of them requires special attention to human nature and the associated challenges. It is easy to read and comprehend. Plenty of pictures and samples are provided. This could easily be used as a training tool for employees who will be serving on kaizen teams. A reader in Bradenton, Florida |
| benefits of value stream mapping: Creating Level Pull Art Smalley, 2004 The Creating Level Pull workbook shows you how to advance a lean transformation from a focus on isolated improvements to improving the entire plantwide production system by implementing a lean production control system. The workbook is unique because it is a step-by-step case study on how to implement a level, pull-based production control system, said author Art Smalley. This is a new step towards 'system kaizen that is not yet well understood outside of Toyota.The lean efforts at most companies focus on point kaizen (e.g., reducing set up times, implementing 5S, etc.) that improves a small portion of the value stream running from raw materials to finished products. Or they focus on flow kaizen that improves the entire value stream for one product family. Creating Level Pull shows how companies can make the leap to system kaizen by introducing a lean production control system that ties together the flows of information and materials supporting every product family in a facility. With this system in place, each production activity requests precisely the materials it needs from the previous activity and demand from the customer is levelled to smooth production activities throughout the plant.[Source : 4e de couv.]. |
| benefits of value stream mapping: Project to Product Mik Kersten, 2018-11-20 As tech giants and startups disrupt every market, those who master large-scale software delivery will define the economic landscape of the 21st century, just as the masters of mass production defined the landscape in the 20th. Unfortunately, business and technology leaders are woefully ill-equipped to solve the problems posed by digital transformation. At the current rate of disruption, half of S&P 500 companies will be replaced in the next ten years. A new approach is needed. In Project to Product, Value Stream Network pioneer and technology business leader Dr. Mik Kersten introduces the Flow Framework—a new way of seeing, measuring, and managing software delivery. The Flow Framework will enable your company’s evolution from project-oriented dinosaur to product-centric innovator that thrives in the Age of Software. If you’re driving your organization’s transformation at any level, this is the book for you. |
| benefits of value stream mapping: Creating Mixed Model Value Streams Kevin J. Duggan, 2018-02-05 Following in the footsteps of its bestselling predecessor, Kevin J. Duggan, an executive mentor and recognized authority on Lean and Operational Excellence, draws on more than 10 years of experience and learning to provide Creating Mixed Model Value Streams, Second Edition. This second edition takes a step-by-step approach to implementing Lean in c |
| benefits of value stream mapping: The Complete Guide to Mixed Model Line Design Gerard Leone, Richard D. Rahn, 2021-10-27 In today's hyper-competitive world, organizations need to make high performance and continuous improvement their highest priority. From a variety of process improvement philosophies and methods, one has emerged as the clear winner: Lean. Based on work by pioneers like Frederick Winslow Taylor, and Frank and Lillian Gilbreth, matured by global organizations like the Toyota Motor Company, and adapted world-wide since the 1980's, companies that have embraced Lean have consistently risen to the top of their industries. This is true for both manufacturing and non-manufacturing organization, like hospitals. The heart of the Lean method for manufacturing is flow, the ability to do work as a continuous, uninterrupted process, without waste, mistakes, or delays. The more that work can flow, the closer the company gets to high profitability, fast response time, zero waste, happy customers, and a host of other benefits. All of the extensive tools of Lean are focused on this objective: to be able to flow work. More specifically, organizations need to flow work of different types, the concept of Mixed Model production. The Complete Guide to Mixed Model Line Design is a practical guidebook that explains the Lean line design method, step-by-step and in plain English. This data-driven approach has been implemented successfully thousands of times, and has been proved in every industry. The Complete Guide to Mixed Model Line Design, and the methodology it explains, should be a part of every organization's improvement strategy, and be a part of the training for everyone involved in continuous improvement. |
| benefits of value stream mapping: Lean Thinking James P. Womack, Daniel T. Jones, 2013-09-26 Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition. |
| benefits of value stream mapping: Making materials flow Rick Harris, Chris Harris, Earl Wilson, 2003 |
| benefits of value stream mapping: The Strategos Guide to Value Stream & Process Mapping Quarterman Lee, Brad Snyder, 2006 At last, this much anticipated book has been published and provides a much needed breath of fresh air. The Strategos Guide to Value Stream and Process Mapping has helpful tips on facilitating group VSM exercises and helps put VSM in the greater Lean context. With photos and examples of related Lean practices, the book focuses on implementing VSM, not just on drawing diagrams and graphs. This is the most comprehensive and practical book on the subject to date. |
| benefits of value stream mapping: The Outstanding Organization Karen Martin, 2024-09-30 Winner of The Shingo Research and Professional Publication Award! After two decades in the trenches of helping companies design and build better, more efficient operations, Karen Martin has pinpointed why performance improvement programs usually fail: Chaos, the sneaky but powerful force that frustrates customers, keeps business leaders awake at night, and saps company morale. In The Outstanding Organization, Karen offers a toolbox for combating chaos by creating the organizational conditions that will allow your improvement efforts to return greater gains. Proven, practical, and surprisingly simple, Karen's system focuses on four key behaviors for organizational excellence-Clarity, Focus, Discipline, Engagement-that, once instilled into a company's DNA, open the door to sustainable growth and profit. This well-organized, inviting-to-read guide reveals everything you need to know about: How the lack of clarity and focus adds millions of dollars of unnecessary labor expense and slows progression on all fronts How you can gain a competitive edge by adopting the type of disciplined behaviors typically found in the military, science, law enforcement, sports, and the arts Why you should stop worrying about employee satisfaction-and start concerning yourself with employee engagement Why adopting various improvement approaches without building a foundation for success won't solve your problems--and will likely create more chaos Although you don't like the chaos you're currently coping with, you've probably come to accept it. You don't have to if you follow the path Karen lays out. This no-nonsense book helps you get to the crux of the problem, so you can inject the sensible, disciplined calm that enables the levels of performance and innovation mandated by today's business environment-and help your organization become truly outstanding. |
| benefits of value stream mapping: Mapping the Total Value Stream Mark A. Nash, Sheila R. Poling, 2011-03-23 Mapping the Total Value Stream defines and elaborates on the concepts of value stream mapping (VSM) for both production and transactional processes. This book reshapes and extends the lessons originally put forward in a number of pioneering works including the popular ,Value Stream Management for the Lean Office. It reinforces fundamental concepts and theoretical models with real-world applications and complete examples of the value stream mapping technique. To educate VSM mappers on the specific mechanics of the technique, the text provides in-depth explanations for commonly encountered situations. The authors also provide a more complete perspective on the concept of availability. While they discuss availability of equipment in transactional processes, they extend the concept by elaborating on availability as it applies to employees. The calculation of process lead time for work queues is taken to an advanced level – not only is the calculation of this lead time explained, but the text also covers the very real possibility of having more work in the queue than available time. While previous books have focused on only production process VSM or transactional process VSM, this work meets the real needs of both manufacturers and service sector organizations by dealing with both types. It goes beyond explaining each scenario, to teach readers what techniques are commonly applicable to both, and also explains areas of difference so that mappers will be able to readily adapt to whatever unique situations present themselves. |
| benefits of value stream mapping: Metrics-Based Process Mapping Karen Martin, Mike Osterling, 2012-10-22 Metrics-Based Process Mapping (MBPM) is a tactical-level, visual mapping approach that enables improvement teams to make effective, data-based decisions regarding waste elimination and measure ongoing process performance. The mapping technique, often used to drill down from a value stream map, integrates the functional orientation of traditional swim-lane process maps with time and quality metrics that are essential for designing improved processes. Building on the success of its popular predecessor, Metrics-Based Process Mapping: An Excel-Based Solution, this book takes readers to the next level in understanding processes and process improvement. Included with the book is an interactive macro-driven Excel tool, which allows users to electronically capture their current and future state maps. The tool also audits the maps for completeness, summarizes the metrics, and auto-calculates the improvements. Improvements to this version include: Foundational content about processes—what they are and how they vary A description of the difference between value-stream and process-level maps New content about how to bridge the gap between your current state and your desired future state Tips for effective team formation and mapping facilitation An implementation plan for those using the mapping methodology as a standalone tool and not part of a Kaizen Event The Excel-based tool included on the accompanying CD provides readers with a user-friendly way to electronically archive manually created maps in team settings for easier storage and distribution across your entire organization. While current and future state MBPMs are initially created during team-based activities using butcher paper and post-its, the electronic maps serve as standard work documentation for the improved process, enabling training, communication, and process monitoring activities. This flexible, user-friendly tool includes: A custom toolbar that simplifies map creation and editing Automated calculation of key metrics An audit feature to prevent mapping errors The ability to simulate how improvements will impact staffing requirements System Requirements: The tool is intended for use on PCs using Excel 2003 or later—it will NOT function with earlier versions of Excel, or on Macintosh computers. View a demo of the Excel tool at: www.mbpmapping.com |
| benefits of value stream mapping: Guide to Product Ownership Analysis Iiba, 2021-05-13 Product Ownership Analysis (POA) is a discipline that can be used to assist teams in creating and delivering exceptional products and services for their customers. The Guide to Product Ownership Analysis provides a foundational understanding of the Product Ownership Analysis discipline and outlines a defined framework, techniques, and case studies for practical application. Look for the Certification for POA at IIBA.org. |
| benefits of value stream mapping: The Complete Lean Enterprise Beau Keyte, Drew A. Locher, 2015-12-09 The new edition of this bestselling reference offers a step-by-step approach to applying Lean initiatives to the administrative and office environment. It is an ideal resource for leaders looking to improve their production support activities within their order-to-cash value stream. This updated edition will help readers apply value stream mapping to non-production areas, identifying office wastes, establishing performance metrics, speeding up administrative workflow, and improving office efficiency. New content has been added to broaden its appeal to service organizations. |
| benefits of value stream mapping: Machine that Changed the World James P. Womack, Daniel T. Jones, Daniel Roos, Massachusetts Institute of Technology, 1990 Draws conclusions for the future of the industry in the USA. |
| benefits of value stream mapping: SAFe 5.0 Distilled Richard Knaster, Dean Leffingwell, 2020-06-05 SAFe® 5.0: The World's Leading Framework for Business Agility Those who master large-scale software delivery will define the economic landscape of the twenty-first century. SAFe 5.0 is a monumental release that I am convinced will be key in helping countless enterprise organizations succeed in their shift from project to product. –Dr. Mik Kersten, CEO of Tasktop and author of the book Project to Product Business agility is the ability to compete and thrive in the digital age by quickly responding to unprecedented market changes, threats, and emerging opportunities with innovative business solutions. SAFe® 5.0 Distilled: Achieving Business Agility with Scaled Agile Framework® explains how adopting SAFe helps enterprises use the power of Agile, Lean, and DevOps to outflank the competition and deliver complex, technology-based business solutions in the shortest possible time. This book will help you Understand the business case for SAFe: its benefits, and the problems it solves Learn the technical, organizational and leadership competencies needed for business agility Refocus on customer centricity with design thinking Better align strategy and execution with Lean Portfolio Management Learn the leadership skills needed to thrive in the digital age Increase the flow of value to customers with value stream networks Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details. |
| benefits of value stream mapping: Perfecting Patient Journeys Judy Worth, Tom Shuker, Beau Keyte, Karl Ohaus, Jim Luckman, David Verble, Kirk Paluska, Todd Nickel, 2012 Perfecting Patient Journeys is a guide for leaders of healthcare organizations who want to implement lean thinking. Readers will learn how to identify and select a problem, define a project scope, and create a shared understanding of what's occurring in the value stream. Readers will also learn to develop a shared vision of an improved future, and how to work together to make that vision a reality--Provided by publisher. |
| benefits of value stream mapping: Value Stream Mapping Workshop Mike Rother, John Shook, 2000 When Mike Rother and John Shook first realized the power of value stream mapping in the mid-1990s they began to offer workshops on this invaluable technique. |
| benefits of value stream mapping: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results Mike Rother, 2009-09-04 Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture. —Jeffrey K. Liker, bestselling author of The Toyota Way [Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking. —The Systems Thinker How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way. —James P. Womack, Chairman and Founder, Lean Enterprise Institute Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization. —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage. |
| benefits of value stream mapping: Welcome Problems, Find Success Kiyoshi "Nate" Furuta, 2021-09-02 In this book, author Nate Furuta, former chair and CEO of Toyota Boshoku America Inc., shares the story of his decades of experience directly leading the establishment of Toyota cultures outside Japan. Furuta was the first Toyota employee on the ground at New United Motor Manufacturing Inc. (NUMMI), Toyota’s joint venture in California with General Motors, where he directly led the establishment of the most revolutionary labor-management agreement in the history of the US auto industry. In addition, Furuta was the first Toyota employee on the ground in Georgetown Kentucky at Toyota’s first full-scale, wholly owned manufacturing operation outside Japan, where he led (working directly with President Fujio Cho) the establishment of Toyota’s general management systems and culture there. This book tells the stories of establishing successful operations in those two iconic organizations as well as others. Furuta reveals details, both stories and process descriptions that only he can tell. He takes you along as he and others lead Toyota’s intense globalization from the early 1980s to recent days. He introduces you to the critical leaders in Toyota's history, such as Taiichi Ohno and Fujio Cho as well as Kenzo Tamai, the head of the company’s HRM function in the 1980s. This book is not about human-resource management (HRM) policies and procedures. It provides a deep dive into the way senior leaders embody deep awareness of HRM matters, developing and executing company strategy while at the same time developing organizational capability. The role of senior leaders isn’t just a matter of directing the company to achieve objectives; it is a matter of building the capability to achieve those objectives, consistently, and further developing capability as it executes. Key to this is to develop the awareness, attitude, capability, and practice of identifying problems as progress is made toward achieving objectives, which is, in fact, attained through steadily eliminating each problem as it arises. This becomes a self-reinforcing loop of the organization, tapping in to the essence of solving problems while simultaneously developing ever better problem-solving skills and better problem solvers. This loop propels an organization toward meeting its purpose while developing capability for capability development. Essentially, this book reveals Toyota’s general management systems from the firsthand experience of a Toyota Japanese senior manager and describes, with stories and process examples, the attitude, behaviors, and systems needed to successfully establish and lead in a true Lean business environment. |
| benefits of value stream mapping: Dare to Lead Brené Brown, 2018-10-09 #1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership. |
| benefits of value stream mapping: Lean IT Steven C Bell, Michael A Orzen, 2016-04-19 Winner of a Shingo Research and Professional Publication Award Information Technology is supposed to enable business performance and innovation, improve service levels, manage change, and maintain quality and stability, all while steadily reducing operating costs. Yet when an enterprise begins a Lean transformation, too often the IT department is either left out or viewed as an obstacle. What is to be done? Winner of a 2011 Shingo Research and Professional Publication Award, this book shares practical tips, examples, and case studies to help you establish a culture of continuous improvement to deliver IT operational excellence and business value to your organization. Praise for: ...will have a permanent place in my bookshelf. —Gene Kim, Chief Technology Officer, Tripwire, Inc. ... provides an unprecedented look at the role that Lean IT will play in making this revolutionary shift and the critical steps for sustained success. —Steve Castellanos, Lean Enterprise Director, Nike, Inc. Twenty years from now the firms which dominate their industries will have fully embraced Lean strategies throughout their IT organizations. —Scott W. Ambler, Chief Methodologist for Agile and Lean, IBM Rational ... a great survival manual for those needing nimble and adaptive systems. —Dr. David Labby, MD, PhD, Medical Director and Director of Clinical Support and Innovation, CareOregon ... makes a major contribution in an often-ignored but much-needed area. —John Bicheno, Program Director MS in Lean Operations, Cardiff University ... a comprehensive view into the world of Lean IT, a must read! —Dave Wilson, Quality Management, Oregon Health & Science University |
| benefits of value stream mapping: Lean Six Sigma For Dummies John Morgan, Martin Brenig-Jones, 2010-11-18 With the growing business industry there is a large demand for greater speed and quality, for projects of all natures in both small and large businesses. Lean Six Sigma is the result of the combination of the two best-known improvement methods: Six Sigma (making work better, of higher quality) and Lean (making work faster, more efficient). Lean Six Sigma For Dummies outlines they key concepts in plain English, and shows you how to use the right tools, in the right place, and in the right way, not just in improvement and design projects, but also in your day-to-day activities. It shows you how to ensure the key principles and concepts of Lean Six Sigma become a natural part of how you do things so you can get the best out of your business and accomplish your goals better, faster and cheaper. About the author John Morgan has been a Director of Catalyst Consulting, Europe's leading provider of lean Six Sigma solutions for 10 years. Martin Brenig-Jones is also a Director at Catalyst Consulting. He is an expert in Quality and Change Management and has worked in the field for 16 years. |
| benefits of value stream mapping: Handbook of Waste Management and Co-Product Recovery in Food Processing Keith W. Waldron, 2007-03-31 The intensification of agriculture and food production in recent years has led to an increase in the production of food co-products and wastes. Their disposal by incineration or landfill is often expensive as well as environmentally sensitive. Methods to valorise unused co-products and improve the management of wastes that cannot be reused, as well as techniques to reduce the quantity of waste produced in the first place, are increasingly important to the food industry. With its distinguished editor and array of international contributors, Waste management and co-product recovery in food processing reviews the latest developments in this area and describes how they can be used to reduce waste.The first section of the book provides a concise introduction to the field with a particular focus on legislation and consumer interests, principle drivers of waste management. Part two addresses the minimisation of biowaste and the optimisation of water and energy use in food processing. The third section covers key technologies for co-product separation and recovery, such as supercritical fluid extraction and membrane filtration, as well as important issues to consider when recovering co-products, such as waste stabilisation and microbiological risk assessment. Part four offers specific examples of waste management and co-product exploitation in particular sectors such as the red meat, poultry, dairy, fish and fruit and vegetable industries. The final part of the book summarises advanced techniques, to dispose of waste products that cannot be reused, and reviews state of the art technologies for wastewater treatment.Waste management and co-product recovery in food processing is a vital reference to all those in the food processing industry concerned with waste minimisation, co-product valorisation and end waste management. - Looks at the optimisation of manufacturing procedures to decrease waste, energy and water use - Explores methods to valorise waste by co-product recovery - Considers best practice in different sectors of the food industry |
| benefits of value stream mapping: Lean Solutions Daniel T. Jones, James P. Womack, 2013-09-12 A massive disconnect exists today between consumers and providers. As consumers, we have a greater selection of higher quality goods and services to choose from, yet our experience of obtaining and using these items is more frustrating than ever. At the same time, companies find themselves with declining customer loyalty, greater challenges in fulfilling orders, and a general sense of dissatisfaction in connecting with their customers. In LEAN SOLUTIONS, lean production experts Womack and Jones show consumers and companies alike how they can align their goals to achieve greater value with less waste. |
| benefits of value stream mapping: Managing to Learn John Shook, 2008 The process by which a company identifies, frames, acts and reviews progress on problems, projects and proposals can be found in the structure of the A3 process ... follow the story of a manager ... and his report ... which will reveal how the A3 can be used as a management process to create a standard method for innovating, planning, problem-solving, and building structures for a broader and deeper form of thinking - a practical and repeatable approach to organizational learning--Publisher's description. |
| benefits of value stream mapping: Authentic Happiness Martin Seligman, 2011-01-11 In this important, entertaining book, one of the world's most celebrated psychologists, Martin Seligman, asserts that happiness can be learned and cultivated, and that everyone has the power to inject real joy into their lives. In Authentic Happiness, he describes the 24 strengths and virtues unique to the human psyche. Each of us, it seems, has at least five of these attributes, and can build on them to identify and develop to our maximum potential. By incorporating these strengths - which include kindness, originality, humour, optimism, curiosity, enthusiasm and generosity -- into our everyday lives, he tells us, we can reach new levels of optimism, happiness and productivity. Authentic Happiness provides a variety of tests and unique assessment tools to enable readers to discover and deploy those strengths at work, in love and in raising children. By accessing the very best in ourselves, we can improve the world around us and achieve new and lasting levels of authentic contentment and joy. |
| benefits of value stream mapping: The DevOps Handbook Gene Kim, Jez Humble, Patrick Debois, John Willis, 2016-10-06 Increase profitability, elevate work culture, and exceed productivity goals through DevOps practices. More than ever, the effective management of technology is critical for business competitiveness. For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater―whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud. And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day. Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace. |
| benefits of value stream mapping: Transforming the Workforce for Children Birth Through Age 8 National Research Council, Institute of Medicine, Board on Children, Youth, and Families, Committee on the Science of Children Birth to Age 8: Deepening and Broadening the Foundation for Success, 2015-07-23 Children are already learning at birth, and they develop and learn at a rapid pace in their early years. This provides a critical foundation for lifelong progress, and the adults who provide for the care and the education of young children bear a great responsibility for their health, development, and learning. Despite the fact that they share the same objective - to nurture young children and secure their future success - the various practitioners who contribute to the care and the education of children from birth through age 8 are not acknowledged as a workforce unified by the common knowledge and competencies needed to do their jobs well. Transforming the Workforce for Children Birth Through Age 8 explores the science of child development, particularly looking at implications for the professionals who work with children. This report examines the current capacities and practices of the workforce, the settings in which they work, the policies and infrastructure that set qualifications and provide professional learning, and the government agencies and other funders who support and oversee these systems. This book then makes recommendations to improve the quality of professional practice and the practice environment for care and education professionals. These detailed recommendations create a blueprint for action that builds on a unifying foundation of child development and early learning, shared knowledge and competencies for care and education professionals, and principles for effective professional learning. Young children thrive and learn best when they have secure, positive relationships with adults who are knowledgeable about how to support their development and learning and are responsive to their individual progress. Transforming the Workforce for Children Birth Through Age 8 offers guidance on system changes to improve the quality of professional practice, specific actions to improve professional learning systems and workforce development, and research to continue to build the knowledge base in ways that will directly advance and inform future actions. The recommendations of this book provide an opportunity to improve the quality of the care and the education that children receive, and ultimately improve outcomes for children. |
| benefits of value stream mapping: Value Stream Design Klaus Erlach, 2012-09-05 Value stream design is increasingly asserting itself as the key approach for production optimization, but there has never been a detailed and systematic presentation of the value stream method before – a gap that has now been filled by this book. The author provides an easily comprehensible code of practice for the effective analysis of production processes, product family-oriented factory structuring and the target-oriented development of an ideal future state of production. The book plausibly conveys ten design guidelines for production optimization with corresponding equations, descriptive illustrations and industrial examples well-proven in numerous industrial projects. It addresses the professional public, practitioners wishing to avoid waste and systematically improve their factories’ value streams, and students - tomorrow’s practitioners. In contrast to other publications, this book complements the value stream analysis and its unique compact visualization of the entire production process by a detailed illustration of the information flow and a comprehensive discussion of the operator balance chart. The »traditional« concept of value stream design is significantly expanded with a view to its applicability in complex productions by way of methodological innovation and further development concerning campaign formation, value stream management and technological process integration. The method is embedded in a comprehensive procedural approach for factory planning, starting with the definition of the desired lean production goals. |
| benefits of value stream mapping: Lean Software Development Mary Poppendieck, Tom Poppendieck, 2003-05-08 Lean Software Development: An Agile Toolkit Adapting agile practices to your development organization Uncovering and eradicating waste throughout the software development lifecycle Practical techniques for every development manager, project manager, and technical leader Lean software development: applying agile principles to your organization In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental lean principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 thinking tools that can help you customize the right agile practices for any environment. Better, cheaper, faster software development. You can have all three–if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development. Iterating towards excellence: software development as an exercise in discovery Managing uncertainty: decide as late as possible by building change into the system. Compressing the value stream: rapid development, feedback, and improvement Empowering teams and individuals without compromising coordination Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability How to see the whole–even when your developers are scattered across multiple locations and contractors Simply put, Lean Software Development helps you refocus development on value, flow, and people–so you can achieve breakthrough quality, savings, speed, and business alignment. |
| benefits of value stream mapping: Lean Lexicon John Shook, Chet Marchwinski, 2014-01-21 With 14 new definitions touching on management, healthcare, startups, manufacturing, and service, the 5th edition of the Lean Lexicon, is the most comprehensive edition yet of the handy and practical glossary for lean thinkers. The latest Lexicon, updated in 2014, contains 60+ graphics and 207 terms from A3 Report to Yokoten. The Lexicon covers such key lean terms as andon, jidoka, kaizen, lean consumption, lean logistics, pull, plan-for- every-part, standardized work, takt time, value-stream mapping, and many more. The new terms are: • Basic Stability • Coaching • Gemba Walk • Huddle • Kamishibai Board • Kata • Leader Standard Work • Lean Management • Lean Management Accounting • Lean Startup • Problem Solving • Service Level Agreement • Training Within Industry (TWI) • Value-stream Improvement Unlike most other business glossaries in print or online, the Lexicon, introduced in January 2003, is focused exclusively on lean thinking and practice. Like the past four, the fifth edition of the Lean Lexicon incorporates terms and improvement ideas from our customers. We continue to welcome suggestions from the growing lean community in its traditional industries and beyond. |
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