Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation Hardcover – 16 January 2014
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From the Back Cover
PRAISE FOR VALUE STREAM MAPPING
"Value stream mapping has evolved from its roots as a tool used by geeks to reimagine and reconfigure manufacturing operations to a process to enable deep organizational intervention and transformation. With Value Stream Mapping, Karen Martin and Mike Osterling provide an outstanding guide for practitioners engaged in the challenging work of improving the horizontal flow of value across organizations."
-- John Shook, Chairman and CEO, Lean Enterprise Institute, and author, Learning to See
"Despite decades of viewing value stream mapping as the core tool of Lean transformations, there is still confusion. Karen and Mike put mapping in its proper perspective as a methodology for getting high-performing teams to see waste, share a future state vision, and build meaningful actions that are carried out with passion and purpose."
-- Jeffrey Liker, author, The Toyota Way
"In Value Stream Mapping, Karen and Mike not only provide a great how-to book for transforming value streams, they also demonstrate the benefits that taking a holistic view can have on an organization's culture and commitment to customer value. There is something to learn for the novice and expert on every page."
-- Jeff Chester, Chief Revenue Officer & Senior Vice President, Availity
"Martin and Osterling have written an excellent book that shows you how to do value stream mapping and do it right. Follow their advice and your organization will get the profoundly radical change required to better serve your customers and create unprecedented profits and agility."
-- Brian Maskell, author, Practical Lean Accounting
About the Author
Karen Martin is president of The Karen Martin Group, Inc., a firm that specializes in business performance improvement and Lean management practices. She's also the author of the Shingo Research Award–winning The Outstanding Organization, an instructor in the University of California, San Diego's Lean Enterprise program, and an industry advisor to the University of San Diego's Industrial and Systems Engineering program.
Mike Osterling provides support and leadership to organizations on their Lean transformation journey. Prior to consulting, Mike played a key internal role in Schneider Electric's Lean transformation during the 1990s. He is the cofounder of San Diego State University's Lean Enterprise program and continues to teach at SDSU and other universities.
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Most helpful customer reviews on Amazon.com
As with most of my book reviews, I’ll approach the write-up from a pragmatic perspective. That is, as most authors do provide detailed explanations, background and theory describing each of their topics and subject areas … what are the practical examples of artifacts, forms/templates, questionnaires, methodologies etc., which a reader could use in either in, day-to-day operations, management or project delivery responsibilities?
I’ll list some (!) of the major takeaways I find (with thoughts and rationale), which would make this book worth purchasing.
• The author offers an excel tool for documenting the processes and calculating results
• Identifications of risks to be avoided – some foundational areas to watch for
• Value stream mapping phases and tasks – gets you started
• Value stream map charter example – always good to see an alternative template.. if you don’t have a format
• Value stream map design questionnaire – identifying the areas of opportunities for the future state model
• Value stream transformations plan – high level executive view
• Examples (Appendix): Seeing how others used VSM to identify and measure process improvements, is a great takeaway...
o VSM for outpatients imaging – current and future state
o Supplier purchasing VSM - current and future state and recommendations for process improvements
o Repair services - current and future state as well as metrics on % improvements
o Custom shelving systems - current and future state with metrics on % improvement
o Software development change request - current and future state with metrics on % improvements
Challenges that the reader might face include:
1) Getting their enterprise leadership's cooperation to devote so many resources for the full month lead-up to and the three full days for the current and future state mapping exercises, and the following, ongoing action plan execution. The cost of NOT doing it is the most compelling answer, but persuading them of this truth will be a challenge.
2) Establishing the enterprise leadership's patience with this activity when the skills at doing it are initially non-existent, and the cost of it is high. If you hire consultants to lead it, do you learn it? Maybe some. If you do it yourself, will the org embrace the risk of mediocre results for the first or second attempts?
I felt the book explained the technique of Value Stream Mapping well enough that I could certainly apply it to my business scenario. The book assumes that you have a business with workflow that can be modeled. Other than that, the steps explained to create a VSM can be scaled accordingly. I'm glad I read the book.