How can you improve change control in value stream mapping?

Best laid plans go awry, and ops leaders must be adaptable. That's why it's critical to clearly document any proposed changes to the value stream. Specify the reasons, expected benefits, and potential risks associated with each change. By engaging key stakeholders early in the change process, you'll gain valuable context for mitigating potential impacts and gaining support for the proposed changes. There's also a cultural component. Foster a culture of continuous improvement, where teams are encouraged to identify and propose changes based on their experiences and insights. Listen and use team member input to guide your planning and measure the efficacy of any changes.

Overall, this is driven by a continuous improvement process translated into standardisation and follow-up plans as control. This can be completed by project & portfolio management tools and risk assessments to keep track of and monitor changes while incorporating new improvement initiatives. The A3 method can provide a comprehensive framework for this purpose.

To improve the change control in VSM it is must to make the documentation rule should be very clear and transparent by the regular trainings or other development programs. Participation of the each process owner or relevant team member with clear vision and focus of continual improvement.

To establish a value stream mapping team, follow these steps: 1. **Define Objectives:** 2. **Identify Team Members:** 3. **Leadership Sponsorship:** 4. **Training and Skill Development:** 5. **Select a Facilitator:** 6. **Define the Scope:** 7. **Schedule Regular Meetings:** 8. **Data Collection:** 9. **Map the Current State:** 10. **Analyze and Identify Improvements:** 11. **Map the Future**. 12. **Implementation Plan:** 13. **Continuous Improvement:**

?????????????????? ?????????? ???????????????????? ???????? based on the Future State targets is a must. VSM ???????????? ?????????? should be transformed into Kaizen Newspaper where section wise problem, counter measure, responsibility, target is taken and CAPDo review mechanism to be applied for change control.

Clear definition of VSM as it pertains to supply chain enables the team/organization to understand purpose and scope and enables those leads to develop the buy in. A key first step to bringing the team on the journey.

The purpose of VSM is "learning to see" waste and determining what is value added versus non value added. There are 7 wastes: overproduction, waiting, transportation, excess inventory, motion, defects, and over processing. The worst of these is overproduction as it can amplify the other wastes. Once you have done a current state VSM and a future state VSM you can better understand the gaps and go into problem solving mode. The most critical part of this is to visualize and go to where the process is occurring to validate the data. The hard part for the future state is getting out of the current state thinking and being creative.

It′s key to have a clear understanding about before and after scenarios and maybe 3 questions could help you with that task. 1 - What are the benefits for the change? 2 - Why are we changing? 3 - How it′s affecting my way of work or how it′s affecting my results? By answering those 3 questions will help the team to succeed, not only because we have a leader pushing the work on a daily basis, but because the team is involved and sharing the foundation of the change. They will understand the value added to achieve the goal and the VSM improvements will be pushed by itself.

VSM, or Value Stream Mapping, is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer. The purpose of VSM is to identify, demonstrate and decrease waste in the process. It can be used in any industry making it a versatile tool. Best regards, Sameer Giri

It is crucial to consider the correct scope, or product family, when conducting Value Stream Mapping (VSM); For instance, if multiple products or services share the same value stream, it is important to focus on the volume element and select the higher contributing one. This approach can help the team to collect either historical data or As Is data of most impacting product. Defining the purpose of the VSM is also essential as it enables the team to determine which data points to focus on for collection. For example, if the goal is to reduce lead time, the team can concentrate on different time elements. If the purpose is to improve quality, the team can focus on quality-related elements such as rework percentage, rework quantity, and cost.

VSM uses a visual representation of the entire process, from raw material input to finished product output. It can then be used to identify non-value-adding activities like: - Process steps: Rectangles represent process steps. Information flow: Arrows represent the flow of information. - Material flow: Solid lines represent the flow of material. - Inventory: Boxes represent inventory. - Waiting time: Diamonds represent waiting time. - Cycle time: Double diamonds represent cycle time. Many tools provide standard symbols link "Minitab engage". Another simple way is using Microsoft excel.

One thing I've found helpful during mapping the current state is to start from the downstream processes and then move towards the upstream. i.e. starting with dipatch and moving up towards warehouse and raw material inventory. Also, it is preferable and makes a significant difference when a sngle VSM manager maps all the processes, rather than stitching different process maps together executed by individual process owners.

We have reached the point where both small and large companies need to embrace flow automation. Manufacturing and assembly are likely the only functions that may still benefit from lower tech solutions, on the manufacturing and assembly floors. Investigation and prototyping activities may also benefit from quick and common collaboration tools. But, robust and sustainable processes that bring value to an organization should be effectively mapped in an automation flow that reduces reliance on the individual to know, understand, and maintain. We've nearly eliminated carbon paper copies so why would we our thought process to how we would collect and store them?

Got to reflect VSM into the ERP platform . These staying disconnected gets VSM to be a mere display chart. VSM should be simple enough for any onlooker to identify further waste in the system.

Assessing how alterations may affect different aspects of the value stream, including processes, lead times, costs, and overall efficiency.

Change is the only constant in life and in the world of project management. That's why monitoring the change control process is crucial to ensure that everything is working correctly and providing accurate results. It's like being a detective on a mission to catch any inconsistencies before they become bigger issues. So, don't wait for things to blow up in your face. Regularly check in on your change control process to keep things running smoothly. Plus, who doesn't love a good mystery to solve?

Validating various data elements collected during the VSM current state map is crucial to correctly calculate the process efficiency, which is a summary of VSM. If the data is not validated and is presented to management, it will be difficult to compare and demonstrate improvement after implementing the future state map. As a facilitator, I use various methods to validate data, including comparing it with system data, historical data, talking to team members, and observing sample process steps. This helps to build confidence and use the data to identify bottlenecks and plan kaizen bursts for the next steps.

Apesar do grande avan?o tecnológico e as diversas ferramentas e softwares existentes, nada substitui o bom e velho Gemba com a prancheta na m?o. As vezes nos deparamos com grupos de trabalhos apenas extraindo os dados de um software de gest?o, e analisando em cima disso. Sem falar com os envolvidos, sem ir ao Gemba.

Validating allows for identifying areas that may need improvement or modification. Regular reviews also ensure that the value stream map stays accurate and aligned with the current state of operations.

Este es un paso crítico que muchas veces se pasa de largo o no de forma profunda. Tiene que ver con ver en el gemba como fluye o no fluyen los materiales, como las personas interactúan, como las órdenes de trabajo llegan a las personas en los puestos de trabajo, los tiempos de operación y procesamiento y los problemas que las personas manifiestan que ocurren durante la ejecución. Esto es lo central que se debe de levantar y poder visualizarlo en un VSM.

The main reason this direction would be successful is the one big word that ensures your team are working together and toward one goal and that word is “Communication.” Once the primary stakeholder is 100% verbal in expectation there should be constant feedback as to the progress, successes as well as any lessons learned during the VSM process. This should be shared at a Plant Level vs just a Team level so others will want to learn more and become a more valued member of any future VSM Teams…

Basándome en mi experiencia implementando cambios en la cadena de suministro, específicamente en almacenes, comparto insights valiosos. En Volvo, al modificar los mapas de flujo de valor, aplicamos prácticas clave del Lean Manufacturing: ? Canales de comunicación transparentes con "hosin kanri" para explicar cambios y garantizar una mejor asimilación del equipo. ? Capacitación detallada con la metodología "Dojo" para quienes se vieron afectados, asegurando comprensión del qué y el por qué. ? Sistemas de seguimiento con "Kamishibai" para evaluar el impacto en el rendimiento del flujo de valor y ajustar según sea necesario. ? Finalmente, celebramos éxitos, fortaleciendo una cultura de mejora continua. Espero que la aportación sea de ayuda.

While communication is opportunity for implementation and improvement, it should serve various purposes ... 1. Larger buy-in 2. Support in implementation 3. Readiness yo improve the process

Effectively communicate and implement VSM changes by developing a clear communication plan, engaging stakeholders, providing comprehensive training, updating documentation, considering pilot implementations, establishing continuous feedback mechanisms, forming a dedicated implementation team, monitoring key metrics, making iterative improvements, celebrating successes, utilizing various communication channels, and conducting post-implementation reviews for ongoing enhancement. This approach ensures a smooth transition, addresses challenges, and maximizes the benefits of improved processes.

Me resultó muy útil en este paso una revisión semanal de seguímiento con los involucrados donde se ve el detalle el VSM y se clarifica a detalle el actual y lo que se espera de el cambio

The Value Stream Mapping talks about it's liveliness with "ing" form itself and the need for continuous observation, recording, and acting upon the process data in a frequent manner. The effectiveness of the task is much higher when the map is a working document rather than a nice-to-have visual.

To review and improve the VSM process, establish regular review intervals, analyze collected data, and identify bottlenecks or inefficiencies. Engage the cross-functional team in collaborative problem-solving. Implement Kaizen principles, encouraging continuous improvement. Update documentation systematically, ensuring accuracy. Foster a culture of learning and adaptability within the team, and leverage feedback mechanisms to incorporate insights for ongoing enhancements. This iterative approach ensures the VSM process remains dynamic, responsive, and aligned with organizational goals.

Continuously improve the Value Stream Mapping (VSM) process by collecting feedback, analyzing metrics, comparing results, conducting Gemba walks, benchmarking, fostering cross-functional collaboration, prioritizing waste elimination, promoting a culture of continuous improvement, updating documentation iteratively, establishing feedback loops, securing leadership support, ensuring effective training and communication, and closely monitoring and adjusting based on observed outcomes. This approach ensures ongoing optimization and alignment with organizational goals.

The key role of review and monitoring will be ... 1. What we have missed? 2. How can we improve the process efficiency as well as process effectiveness? 3. How can we reduce the manual interventions through adoption of digital tool in sustainable manner?

While VSM is a part of operational excellence, Change control is an integral part of PSM. For any change Management of Change (MOC) is a must. The best way to ensure keeping VSM document updated is a) to define VSM leader’s sign off as a must in MOC process B) To include VSM document updation as a prerequisite to final approval of MOC besides documents like P&I, layout diagrams, PRA and training etc. The above two steps will always ensure that there is a strong connect between VSM and change and the process is not missed.

Increasing the effectiveness of change control in value stream mapping involves establishing a robust change management process, thoroughly documenting the value stream, implementing a structured change request system, and developing clear communication plans on change management. In addition, a continuous improvement mindset, and leveraging automation contribute to streamlined processes. Embracing these strategies collectively enhances change control, fostering a more responsive and adaptable value stream. #ChangeControl #ValueStreamMapping #ProcessImprovement"

I would like to share two good practices that I use to do in each a VSM workshop : * VSM As is a must but don't forget that it stills a photo or a screen shot in a specific time. The good practice is to compleete with a box plot of LEAD Time work ordres ( a key data available in the planner scope). * How to register VSM and VSD (Value stream design) after the workshop ? There are Softwares like wipsim, Arena and others than register all data of the flow. Then if you have more operators, less of set up time, more or less efficiency you still have a simulation of your flow.

In my opinion, We must be clear about the current process map Find and eliminate all the variables that do not contribute anything to our process. Generate a map of the improved process by adding all the improvement variables that we have detected. Implement the new process and monitor it for continuous improvement.

The great authors say that the map is not the territory. Maybe it's true, but how does it help! In lean methodologies, we have several tools that are similar but are usually oriented towards different aspects. They depend on the internal and external. The case of the VSM is internal and the great value of the map is that it indicates the lapses and times between the large blocks of activities. In the case of identifying inputs, processes and outputs, we usually use the SIPOC; To know the processes that give value, we usually use the value chain diagram and one that comes to us from agility, the affinity map. The latter shows us the capabilities and skills of the team that will add value to the flows. All are importants