How can you engage employees in the Value Stream Mapping process?

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Value Stream Mapping (VSM) is a powerful tool for identifying and eliminating waste in your production processes. It helps you visualize the flow of materials and information from the customer's perspective and pinpoint the sources of inefficiency and variation. However, to make the most of VSM, you need to engage your employees in the process. They are the ones who know the ins and outs of the work and can provide valuable insights and suggestions. Here are some tips on how to involve your employees in the VSM process and create a culture of continuous improvement.

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Caspar Jans

Business Process Management Expert | PEX Top 25 Global Thought Leader OpEx 2024 | Change Management Facilitator |…

1 Define the scope and objectives

Before you start mapping, you need to define the scope and objectives of your VSM project. What is the product or service you want to improve? What are the boundaries of the process you want to analyze? What are the goals and metrics you want to achieve? Communicate these clearly to your employees and explain why VSM is important and beneficial for them and the organization. Invite them to ask questions and share their opinions and expectations.

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Caspar Jans

Business Process Management Expert | PEX Top 25 Global Thought Leader OpEx 2024 | Change Management Facilitator | Public Speaker
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In my experience, a value stream map should have a crystal clear scope definition (where and how does the process start, what activities are to take place and when and how does the process end? Without this scope definition, the VSM will show signs of scope creep (which in turn will trigger re-iterations of the work you do to map it for example). The objective of a VSM is provide a starting point and alignment on the process that is to be improved. Again, once defined, keep it as stable as possible (it should not become a moving target). The primary objective (the one you want to improve) should always have a secondary metric (the one you don't want to deteriorate) to avoid sub-optimization.

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2 Form a cross-functional team

VSM requires a cross-functional team that represents all the roles and functions involved in the process. This way, you can capture the different perspectives and experiences of your employees and ensure that no steps or issues are overlooked. Select a team leader who will facilitate the mapping sessions and coordinate the communication and feedback. Choose team members who are knowledgeable, motivated, and willing to collaborate. Provide them with training and guidance on how to use VSM tools and techniques.

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Caspar Jans

Business Process Management Expert | PEX Top 25 Global Thought Leader OpEx 2024 | Change Management Facilitator | Public Speaker
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Virtually every process has connections or links to other processes or other functional domains. In order not to miss these dependencies (and risk sub-optimization) a cross-functional team is necessary to draft and analyze a VSM. Just think about, virtually every business process (certainly the E2E ones) end in the finance department, so somebody from this domain should be part of the team working on the VSM, but also think about somebody with knowledge on the supporting systems or the required regulations. It's more than just a sequence of activities, so you also need more than just the subject matter expert.

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3 Collect data and observe the process

To create an accurate and comprehensive map, you need to collect data and observe the process in action. Ask your employees to help you gather information on the inputs, outputs, activities, resources, time, costs, quality, and customer requirements of each process step. Use tools such as checklists, surveys, interviews, or flowcharts to document the data. Observe the process in real time and note down any problems, delays, errors, or wastes that occur. Encourage your employees to share their observations and feedback as well.

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Caspar Jans

Business Process Management Expert | PEX Top 25 Global Thought Leader OpEx 2024 | Change Management Facilitator | Public Speaker
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Collecting data nowadays has become a very different game compared to 10-15 years ago, when it still was pretty much a manual collections, observation and analysis effort. With the introduction of process & task mining it is now possible to gather and analyse data much quicker and more elaborately because the required amount of human effort has been greatly reduced. Nevertheless, the human interpretation and common sense is still very much needed before actions are taken based on the analyzed data.

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4 Draw the current state map

The next step is to draw the current state map, which is a visual representation of how the process operates at present. Use symbols and icons to show the flow of materials and information, the inventory levels, the cycle times, the value-added and non-value-added activities, and the customer demand. Involve your employees in drawing the map and validating the data. Ask them to identify and mark the areas where waste and inefficiency occur. Use sticky notes or colors to highlight the improvement opportunities.

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Caspar Jans

Business Process Management Expert | PEX Top 25 Global Thought Leader OpEx 2024 | Change Management Facilitator | Public Speaker
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A VSM typically depicts the way a process should be executed, combined with knowledge from the field on how the process is actually executed. The creation of a VSM used to be a manual and time consuming activity. However, if you have the luxury of having a BPM platform at your disposal that contains a model of all of your business processes, you can then add process mining in the mix to add the real life execution aspect to the already modeled "should-be" process and extract a VSM in a matter of minutes, instead of hours/days.

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5 Analyze the current state and identify improvement actions

Once you have the current state map, you need to analyze it and identify the improvement actions that will help you achieve your objectives. Use tools such as Pareto charts, root cause analysis, or brainstorming to prioritize the problems and generate solutions. Engage your employees in the analysis and solution finding process. Ask them to suggest ideas and improvements based on their experience and knowledge. Evaluate the feasibility and impact of each idea and select the ones that will deliver the most value.

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6 Draw the future state map and implement the improvement actions

The final step is to draw the future state map, which is a visual representation of how the process will operate after implementing the improvement actions. Use symbols and icons to show the changes and improvements that will reduce or eliminate waste and increase value. Involve your employees in drawing the map and validating the results. Ask them to commit to the improvement actions and assign roles and responsibilities. Implement the improvement actions and monitor the progress and outcomes. Celebrate the achievements and recognize the contributions of your employees.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you engage employees in the Value Stream Mapping process?

1

2

3

4

5

6

7

1 Define the scope and objectives

2 Form a cross-functional team

3 Collect data and observe the process

4 Draw the current state map

5 Analyze the current state and identify improvement actions

6 Draw the future state map and implement the improvement actions

7 Here’s what else to consider

Lean Manufacturing

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How can you engage employees in the Value Stream Mapping process?

1

2

3

4

5

6

7

1 Define the scope and objectives

2 Form a cross-functional team

3 Collect data and observe the process

4 Draw the current state map

5 Analyze the current state and identify improvement actions

6 Draw the future state map and implement the improvement actions

7 Here’s what else to consider

Lean Manufacturing

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