To get my team on board with value stream mapping, I always try to first ensure that everyone understands why it's important. We start by explaining how it helps us identify waste and improve our processes, making work easier for all of us. I’ll listen to their concerns and involve them in the process, making sure they feel their input matters. By showing them the benefits with small wins and being patient, we can build trust and get their buy-in. It’s all about clear communication, addressing their concerns, and gradually getting everyone aligned with the goal of improving efficiency.

Muestro el "por qué". Explico cómo identificar cada etapa en nuestros procesos y su impacto directo en el resultado final, desde tiempos muertos hasta cuellos de botella. Les doy ejemplos reales, como cuando logramos reducir el tiempo de entrega en un 10% tras detectar ineficiencias en la cadena de suministro. Además, los involucro en cada fase del VSM, permitiéndoles ver sus propios aportes y cómo, al mejorar los flujos, todos ganamos: más eficiencia, menos estrés.

To address team conflicts stemming from differing perspectives on Value Stream Mapping (VSM), it's crucial to foster open communication. Teams should feel heard and valued; actively listening to their suggestions can build confidence and commitment towards shared goals. If skepticism persists, implementing a detailed task plan with clear daily objectives can enhance transparency and accountability. This structured approach not only clarifies expectations but also helps track progress, ensuring that the team's collective efforts align with the ultimate goal.

In my experience, involving the team from the beginning and showing them how their input directly impacts the mapping process fosters ownership. I’ve found that when people see the connection between their daily work and the larger process improvements, they are more engaged. Additionally, conducting workshops where everyone can contribute ideas creates a sense of collaboration and transparency. Addressing concerns early, such as time constraints or skepticism about its effectiveness, helps ease resistance. Ultimately, emphasizing that value stream mapping leads to less frustration and a more streamlined process helps align everyone with the goal.

Nas empresas sempre existem desperdícios que "todos conhecem". Mas ao colocar isso no MFV, tudo fica evidente. Já fiz MFV em conjunto com funcionários que descobriram que se houvesse um pedido de determinado produto n?o haveria matéria-prima para produzir. Em outra, pedidos ficaram pendentes de envio por falta de embalagem. O MFV nos ajuda a aprender a enxergar.