What Do Value Streams and Puzzles Have in Common?
Patrick Adams
I help Leaders Improve Performance using Process Improvement Solutions with Bottom-Line Results ?? Keynote Speaker | Shingo Award Winning Author | Podcaster | University Lecturer
My youngest daughter loves puzzles. When she gets a new puzzle, she is always careful to open the box in a way that the cover does not get damaged. Once open, she pours out the pieces on the table and begins flipping each piece over so she can see the colors and shapes on each individual piece. She then sets up the cover of the box with the picture of the completed puzzle facing her. This way she can see the whole picture of what the puzzle will be when she completes it as she works on it. Each puzzle piece is necessary in completing the puzzle as the picture shows. Without the picture on the box, completing the puzzle would be very difficult. My daughter needs to have a clear and complete picture so she knows what she is trying to accomplish.
A value stream is the entire collection of activities necessary to produce and deliver a product or service. Imagine the value stream is the puzzle. Each of these activities is one piece of the puzzle. If we were to look at the cover of the ‘value stream’ box, we would see how each of the activities fit together to make up and give us a clear picture of the entire value stream. The picture of all activities would also show us the various flows of value within the value stream. Use a value stream map as the "picture on the box." In lean, identifying and understanding the various flows of value is a critical step for improving organizational performance.
If the organization does not have a clear picture of what it delivers and how, is it possible to improve?
A value stream is a series of steps used to deliver value, from concept or customer order to the delivery of a tangible result for the customer. The value stream begins with an event that triggers the flow of value and ends when some value has been delivered – a shipment, customer purchase, services received, or solution deployment. The steps in the middle represent the activities used from start to end. The value stream contains the people who do the value creating work, the systems they develop or operate, and the flow of information and materials. The time from start to end is the lead time. Shortening the lead time is the focus.
Value stream analysis separates those activities contributing to value creating work from activities that create waste, and identifies opportunities for improvement.
It is important we identify one value stream to analyze and improve first. This one value stream becomes our focus. Once complete, this focus value stream will become our organizational benchmark. The focus value stream becomes the benchmark by which all other value streams are measured.
Don't forget to use your value stream map as your "picture on the box" of the puzzle! Refer to it regularly. Do not allow it to become wall paper with no purpose.
And always remember: Keep it Simple. Keep it Visual. And Continue to Improve.
Director Process Excellence Pharma
5 年Great example of VSM, avoid over complicating things and include SME’s to help understand
CNC & Robotic Op
5 年Puzzle enable us to arrange materials and presentations to align with production needs. We did cut up the drawing and laminate it, just like a puzzle we arrange to what work for our production team. Thanks for sharing this article, it’s brought back so much memories.
Operation and Lean Professional
5 年Don't often comment on LinkedIn articles, however, another person championing simple value stream maps. Excellent article, start basic and simple and figure out the gaps to plug and this forms the improvent strategy basics.?