Value stream mapping (VSM) is a powerful tool for identifying and eliminating waste, improving flow, and increasing customer value in your processes. But how do you ensure the changes and benefits you achieve with VSM are sustained in your daily work? Here are some tips to help you embed VSM into your organizational culture and practices.
Communicate the vision and purpose of VSM to all stakeholders, especially those who are directly involved in the value streams. Explain why VSM is important, its goals and benefits, and how it aligns with the organization's strategic objectives. Also solicit feedback from stakeholders and address any concerns or questions they may have. By communicating the vision, you can create a shared understanding and commitment to VSM.
Agreed! Communication is key. Leaders should keep the VSM in front of their team members/area owners (AO) every day. When referring to a problem/solution of a specific area, the leader should reference the VSM so that the AO associates the problem on the VSM and kaizen used to correct it. Relationship building and Effective Tool Usage are the benefits for the team and organization.
Train the team members responsible for implementing and maintaining the value stream improvements. Provide them with the necessary skills to use VSM tools and techniques, such as current state mapping, future state mapping, action plans, and performance indicators. It is also important to coach them on how to apply VSM principles like customer focus, value identification, waste elimination, and continuous improvement. Coaching the team can empower them to own and improve the value streams.
This is tough to do as the team members/area owners' (AO) primary directive is to punch the clock and build the product. Now, adding the VSM to their plate will be met with opposition. Training is essential, but coaching is critical. Keeping the VSM fresh in the AO's mind will require a constant reference to the tool to visualize the results of the future state. This is where the coaching component is maximized.
Standard work is a set of documented procedures that specify the best way to perform a task based on the VSM analysis. This helps ensure consistency, quality, and efficiency in the value stream, and prevent backsliding or deviation from the desired state. Involve team members in developing and updating the standard work, and to make it accessible to everyone. By establishing standard work, you can embed VSM into your daily operations.
Agreed. The VSM is a living document. Therefore, edits and changes will occur all the time and visually noted on the Future State. Standard Work is critical once you have addressed (eliminate or reduce) the waste. It locks-in consistency and quickly shines light on abnormal conditions.
Monitor and measure the results of the value stream improvements. Define and track key performance indicators (KPIs) that reflect value stream objectives such as cycle time, throughput, quality, cost, and customer satisfaction. Also collect and analyze data on the value stream performance, and compare it with the baseline and the target state. Monitoring and measuring the results helps evaluate the impact of VSM.
It gets done when it is measured correctly. The VSM will visualize the what, the where, and the how. The KPIs will share the "before and after" picture with the VSM tool driving the work.
Conduct regular reviews of the value stream performance and identify any gaps or opportunities for further improvement. Involve team members and other stakeholders in the review process and solicit their feedback. Then update the value stream maps, action plans, standard work, and KPIs accordingly, and communicate the changes and results. This step ensures VSM is dynamic and adaptive.
It is important to acknowledge and appreciate the efforts and contributions of the team members and other stakeholders, and to reward them for their performance. You should also share and showcase the success stories and best practices of VSM to inspire others to adopt VSM. By celebrating and recognizing the achievements, you can create a positive and supportive culture for VSM.
Agreed. Celebration is a culture in itself. If leaders want to keep the VSM a tool of choice, they must celebrate their area owners for buy-in, rendered work, and creative actions resulting from the tool. This becomes an energizer with concrete feedback for the next VSM cycle.