Podcasts about value stream map

Waste identification and elimination is a life's work, but collate where your customer sees the value into a single visualisation of your end-to-end process, and you'll have an extremely powerful tool to help you get started.Join PMI Director Consultant Barry Byrne, self-confessed super fan of the Value Stream Map, as he talks about the benefits of being able to see how your work works across functions to deliver exactly what your customer is looking for.  But, he asks, where in our business system is the health of those cross-functional relationships nurtured - who's the guardian of those interdependencies?Ready to find the waste in your system?  Here are more helpful resources on Value Stream Mapping.The Opportunities Hidden in Your Value Stream: On-Demand WebinarValue Stream Mapping - from our Lean Six Sigma Green Belt training5 Uncommon Attributes of Effective Strategic LeadersMore from PMI: Learn, share, and thrive at PMI's Goals to Results Conference on 25th September 2024.Register your interest for more information and to access early bird bookings. Dive into our Knowledge Hub for more tools, videos, and infographics Join us for a PMI LIVE Webinar Follow us on LinkedIn Take your improvement career to the next level with PMI's Lean Six Sigma Certifications - now available in two new and accessible formats, built around you. Explore On Demand >> Explore Distance Learning >>

"Pull, don't push. Don't tell people what to do. Tell them what results you want and let them figure out how best to achieve the outcome that's needed." Mary & Tom Poppendieck are the co-authors of several books related to Agile and Lean, including their award-winning book “Lean Software Development: An Agile Toolkit” published in 2003. In this episode, Mary & Tom shared about lean software development, its principles and mindset, and the concept of a pull system. Mary & Tom then pointed out the problems of having proxies in software development and how it is much better to manage by the outcomes by having the people directly figuring out the best way to achieve those outcomes. Later on, Mary & Tom talked about the concept of flow, why it is important to optimize flow, and how to optimize flow by analyzing the value stream map and minimizing approval process. Listen out for: Career Journey - [00:05:26] Lean Software Development - [00:18:50] Pull, Don't Push - [00:23:34] Proxies - [00:31:00] Managing by Outcome - [00:37:10] Optimizing Flow - [00:41:18] Value Stream Map & Approvals - [00:47:00] 3 Tech Lead Wisdom - [00:55:05] _____ Mary Poppendieck's Bio Mary wrote the now-classic book “Lean Software Development: an Agile Toolkit”, proposing an approach which focuses on customers, respects software engineers, concentrates on learning, and leverages flow. Mary is a popular writer and speaker. Sequels of her first book include “Implementing Lean Software Development: from Concept to Cash”, “Leading Lean Software Development: Results are Not the Point” and “The Lean Mindset: Ask the Right Questions”. Tom Poppendieck's Bio Tom has over three decades of experience in computing, including several years of work with object technology. Tom holds a PhD in Physics and has taught physics for ten years. He is the coauthor of four books: “Lean Software Development” (2003), “Implementing Lean Software Development” (2006), “Leading Lean Software Development” (2009) and “Lean Mindset” (2013). Follow Mary and Tom: Website – http://www.poppendieck.com/ Mary's blog – http://www.leanessays.com/ Mary's Twitter – @mpoppendieck Our Sponsor Today's episode is proudly sponsored by Skills Matter, the global community and events platform for software professionals. Skills Matter is an easier way for technologists to grow their careers by connecting you and your peers with the best-in-class tech industry experts and communities. You get on-demand access to their latest content, thought leadership insights as well as the exciting schedule of tech events running across all time zones. Head on over to skillsmatter.com to become part of the tech community that matters most to you - it's free to join and easy to keep up with the latest tech trends. Like this episode? Subscribe on your favorite podcast app and submit your feedback. Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Pledge your support by becoming a patron. For more info about the episode (including quotes and transcript), visit techleadjournal.dev/episodes/91.

For companies that are developing their Lean transformation, a key element for supporting the transformation is sharing information within the company, and engaging employees. Establishing a Core Team of representatives from different functional areas helps with that information sharing. You should also rely on your core team to support company culture. There are several steps to establishing this infrastructure properly. Believe me, selecting the right employees to be representatives on the core team will help your business transformation immensely. If you choose well, your transformation will excel and you can utilize these resources to have a positive impact on your company culture! 1. Establish your Governance TeamRegardless if you have been on your Lean journey for years or if you are just beginning, establishing a governance team is key to success. The Governance Team consists of leaders who affect the direction of the Lean transformation. The Governance Team's purpose is to establish the Lean Management System, develop the business KPI's that will be tracked, support enterprise Value Stream Map development, and supply resources and support for the Lean and culture transformation. 2. Establish a Core TeamThe Core Team consists of representatives from the functional areas of the organization. All the areas need to be represented. A true Lean transformation affects every area of the business. Core Team members share information with their functional areas. They generate excitement about the transformation. They represent their functional areas in joint meetings with the Governance Team. They drive any Lean training required. They act as subject matter experts for their areas in Value Stream Mapping events. They work with their departments to identify and capture improvement opportunities. They mature processes by developing standard work and training. These important team members are your conduit to supporting your company culture. 3. Use the core team to support the cultureBecause the Core Team members have a huge influence on the success of the business transformation, they are the perfect resources to keep your company culture intact during these trying times. Ask them to “take the temperature” of the group during monthly Core Team meetings. They can capture where employees are struggling. Since they already have established meeting times with their functional team members, ask them to be a communication conduit about what is happening inside the company. During their Core Team meetings, establish a time to talk about company culture and capture improvement opportunities. Let them share small wins with their areas and capture small wins as well. If you take these steps you can rely on your core team to support company culture! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/rely-on-your-core-team-to-support-company-culture/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. While trying to help a team, Leland discovered a set of tools and ideas that helped him and the team find a new way to work that improved their performance. Focusing on improving the flow in the team, became a directed change approach that helped the team improve, and at the same time became a vehicle for introducing change in the team. In this episode, we refer to:  The Current Reality Tree, a tool from Theory of Constraints to help solve complex problems; Toyota Kata, a coaching/learning tool for teams and individuals; The book Leading Change by John p. Kotter; Value Stream Map, a tool to visualize how the workflows in your organization.   About Leland Newson Leland is a SAFe Release Train Engineer and servant leader who is passionate about helping improve the work environment and helping teams uncover better ways to development software. He focuses on collaboration, shortening feedback loops, improving the flow of work through the system and increasing the team’s adaptability so they can quickly respond to changes and satisfy customers through early and continuous delivery of valuable software. You can link with Leland Newson on LinkedIn and connect with Leland Newson on Twitter.

Two weeks ago we talked about the eight wastes and using a waste walk to identify them in your organization. As a review, your rapid improvement team members go on a waste walk, capture the wastes they observe, and placed them on a DOWNTIME chart. Then they brainstorm solutions to eliminate the waste. A great tool to show transportation and motion is a spaghetti diagram. I'm assuming you started with a Value Stream Map to identify the best options for improving your business. VSM's are designed to show all eight types of waste at a high level. When you are in the middle of a Rapid Improvement Event, you might want to know how much motion or travel occurs with a current state layout and quantify the motion. What do you learn from a spaghetti diagram? The efficiency of the current state layoutAs you can see from the spaghetti diagram above, the setup person traveled from the tooling cabinet on one side of the shop to the tool holder shelves on the other side of the shop regularly. When looking at it visually, it makes little sense to do that. The visual representation provides the information to make better layout decisions. How far something travelsI suggest you purchase a distance wheel and measure how far the part or person travels through the current state layout. You can get a small distance wheel at Home Depot or Lowes for about $25. Using that tool and following the path of travel, you'll be able to calculate how far a part travels. I did this with a company in California and their part- about the size of a computer mouse traveled 3500 feet before they completed it. That's over ½ a mile. They had opportunities for a better layout. Leads to natural future state optionsWhen you see how the current state layout performs, it makes it easy to develop an improved future state layout. In the example above, the tooling cabinet and the tool holders should be next to each other. It's easy to see from our spaghetti diagram. If you make the changes during your RIE, then you can develop a before and after spaghetti diagram and capture the savings for your report out. Not to mention the ongoing benefits of an improved layout. Your employees will thank you when they go home at the end of the day less tired! As always, it is an honor to serve you, and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/use-a-spaghetti-diagram-to-capture-motion/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

The three ways of DevOps comes from the Phoenix Project, a famous book in DevOps circle. This episode covers how to use the three ways to progress in your digital transformation initiatives.   Sources: https://www.businessinsider.com/how-changing-one-habit-quintupled-alcoas-income-2014-4?r=US&IR=T https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/0988262592 https://www.amazon.com/DevOps-Handbook-World-Class-Reliability-Organizations-ebook/dp/B01M9ASFQ3/ref=sr_1_1?crid=316RJMM06NH59&dchild=1&keywords=the+devops+handbook&qid=1600774333&s=books&sprefix=The+devops+h%2Cstripbooks-intl-ship%2C235&sr=1-1 Transcript: My first introduction to the principles behind DevOps came from reading The Phoenix Project by Gene Kim, Kevin Behr and George Spafford. In this seminal book, that blew my mind we follow Bill as he transforms Parts Unlimited through salvaging The Phoenix Project. An IT project that went so wrong, it could almost have been a project in the public sector. Through Bills journey to DevOps, we discover and experience the Three Ways of DevOps. In this episode, I cover the three ways of DevOps and how they can be applied in a Transformation. This is the DevOps Dojo #6, I am Johan Abildskov, join me in the dojo to learn. In the DevOps world, few books have had the impact of The Phoenix Project. If you have not read it yet, it has my whole-hearted recommendation. It is tragically comic in its recognizability and frustratingly true. In it, we experience the three ways of DevOps. The three ways of DevOps are Principles of Flow, principles of feedback and principles of continuous learning.  While each of these areas support each other and has some overlap, we can also use them as a vague roadmap towards DevOps capabilities. The First Way of Flow addresses our ability to execute. The second way of Feedback concerns our ability to build quality in and notice defects early. The Third way of Continuous Learning focuses on pushing our organizations to ever higher peaks through experimentation. The first way of DevOps is called the principles of flow. The first way of DevOps is called the principles of flow. The foundational realization of the first way is that we need to consider the full flow from ideation until we provide value to the customer. This is also a a clash with the chronic conflict of DevOps with siloed Dev and Ops teams. It doesn't matter whether you feel like you did your part or not, as long as we the collective are not providing value to end-users. If you feel you are waiting a lot, try to pick up the adjacent skills so you can help where needed. We also focus on not passing defects on and automating the delivery mechanisms such that we have a quick delivery pipeline. Using Kanban boards or similar to visualize how work flows through our organization can help make the intangible work we do visible. A small action with high leverage is WIP limits. Simply limiting the amount of concurrent tasks that can move through the system at any point in time can have massive impact. Another valuable exercise to do is a Value Stream Map where you look at the flow from aha-moment to ka-ching moment. This can be a learning situation for all involved members as well as the organization around them. Looking at the full end to end flow and having optimized that we can move on to the second way of DevOps.   The second way of DevOps is the Principles of Feedback The first way of DevOps enables us to act on information, so the second way focuses on generating that information through feedback loops, and shortening those feedback loops to be able to act on learning while it is cheapest and has the highest impact. Activities in the Second Way can be shifting left on security by adding vulnerability scans in our pipelines. It can be decomposing our test suites such that we get the most valuable feedback as soon as is possible. We can also invite QA, InfoSec and other specialist competences into our cycles early to help architect for requirements, making manual approvals and reviews less like to reject a change. Design systems are a powerful way to shift left as we can provide development teams with template projects, pipelines and deployments that adhere to desired guidelines. This enables autonomous teams to be compliant by default. The second way is also about embedding knowledge where it is needed. This is a special case of shortening feedback loops. This can both be subject matter expert knowledge embedded on full stack teams, but it can also be transparency into downstream processes to better allow teams to predict outcomes of review and compliance activities. A fantastic way of shifting left on code reviews, and improve knowledge sharing in the team is Mob Programming. Solving problems together as a team on a single computer. We can even invite people that are external to the team to our sessions to help knowledge sharing and to draw on architects or other key knowledge banks. Now that we have focused on our ability to create flow and feedback we can move on to the third and final way of DevOps. The principles of continuous learning.   The first and second way of DevOps provide most of the technical capabilities for continuous learning and experimentation - so the hard work in the third way of DevOps is primarily cultural. Which makes it that much more difficult to do. A small step could be to start talking about hypotheses that we want to test rather than tasks we want to do. We have a tendency to state things as fact and put them into our backlogs. This creates an unfortunate mental model and Taylorist Command and Control culture. Language shape our thoughts so let's start phrasing our backlog items as hypothesis. Rather than saying "Make Button A Blue", say "We believe making Button A Blue will increase clickthrough rate by 10%." While the previous step can be useful the big theme in the third way is psychological safety. Making it safe to learn and experiment must be a priority if we want to have a healthy culture. We must make diversity a focus area, especially in the tech business we have a notoriously toxic culture. We can measure Westrum Culture as described in a previous episode, and seek to address any shortcoming. Learning, Diversity and Psychological safety must come from a leadership level exemplifying the virtues that the members of the organization must live. Otherwise, there will be no resilience and any benefits will be temporary. The impressive transformation of Alcoa embodies this perfectly. Another simple, but difficult practice is to drive down the size of the work items you are working on. This will make it easier to create small self-contained experiments. This will of course put stress on your software and organizational architecture.If you want to finish with a concrete technical practice look into Chaos Engineering as described in a previous Episode. Chaos Engineer will help build resilience into your organization and is a structured approach to create more learning. As such it can bring some safer sandbox to practice learning and experimentation. This can be beneficial if the organization is quite far from psychologically safe. The three ways of DevOps: Flow, Feedback and Learning are a meaningful definition of DevOps and it even hints at a roadmap for DevOps Transformations. Use the three ways and the activities I have described here as an inspiration to kickstart or accelerate your DevOps transformation!   This has been the DevOpsDojo. You can follow me on twitter @randomsort. If you have any questions, feedback or just want to reach out and suggest a topic, do not hesitate. You can find show notes with transcripts, links and more at dojo.fm. Support the show by leaving a review, sharing this episode with a friend or colleague or subscribing to the DevOpsDojo on your favourite podcast platform. Thank you for listening, keep learning.  

“Continuous Integration is when you are integrating with the other developers on the code base as soon as possible. Continuous Delivery is when your code is in a deployable state and functionally correct." In this episode, I had a long deep conversation with Sriram Narayanan (Ram for short), a Principal Consultant at ThoughtWorks Singapore. Ram is one of my mentors and someone that I always enjoy listening to for all his wisdom and vast amount of experience in the industry. Ram has an illustrious versatile career, successfully transforming his role repeatedly, from being a developer, build & release engineer, system administrator, Agile consultant, and recently Continuous Delivery consultant. We discussed in depth about what Continuous Delivery is, including several important concepts in the DevOps world, such as Testing Pyramid, Value Stream Map, and Segregation of Duty. Ram also gave his valuable tips on how to become a successful consultant and how to manage client stakeholders well. We also touched on a few fun discussions on how one should keep up with the rapid changes in technology and deal with a plethora of industry buzzwords. Do not miss the insightful archery analogy anecdote in our conversation! Listen out for: Ram’s career journey and how he progressed in ThoughtWorks - [00:05:14] What Continuous Delivery is - [00:20:50] What Testing Pyramid is - [00:38:34] Ram’s view on “buzzword driven development” - [00:48:07] Why and how one should keep up with technologies - [00:53:27] Importance of Value Stream Map and Segregation of Duty - [01:02:41] How to be a successful consultant and deal with imposter syndrome - [01:17:55] Tips on managing stakeholders - [01:24:40] Ram’s 3 Tech Lead Wisdom - [01:31:15] _____ Sriram Narayanan’s Bio Sriram “Ram” Narayanan has worked for 24 odd years in the IT and non-IT in various roles and capacities. He has run his own businesses, and has helped others succeed in theirs. He is a self-taught programmer and enjoys learning all the time. In his professional capacity, he currently helps customers on their journey to Continuous Delivery. In his personal time, he is working on a book on Continuous Delivery, and is a student of approaches to reverse climate change. Follow Sriram: Website – https://www.sriramnarayanan.com LinkedIn – https://www.linkedin.com/in/sriramnrn GitHub – https://github.com/sriramnrn Our Sponsors Are you a startup in software development which is less than 5 years old? If yes, our sponsor at JetBrains has a 50% startup discount offer which allows Startups to purchase multiple products and subscriptions for up to 10 unique licenses over a period of months. To find out more, go to https://www.jetbrains.com/store/startups. Like this episode? Subscribe on your favorite podcast app and submit your feedback. Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Pledge your support by becoming a patron. For more info about the episode (including quotes and transcript), visit techleadjournal.dev/episodes/7.

Last week I shared the importance of developing and A3 or project charter for your kaizen events. This week I want to share my kaizen event sequence of events. I have led over 450 kaizen events in my career and I have a good sequence of events. Here is how to hold a successful kaizen event! Day 1- Review A3, event calendar, VSM, waste walk, and brainstormBecause I didn't include and ice breaker or introductions, I am assuming everyone in the event knows each other. If not, then do introductions. Since you'll be spending several days together, you'll know each other well, soon enough. Gather them together with social distance guidelines and take a team picture. Review the A3 and event calendar with the team. Make sure that everyone can participate in the event the entire time. Let everyone know that the kaizen report out has been scheduled for the final day of the event. Make sure everyone knows when lunch is, etc. Review the Value Stream Map of the process(es). It is helpful for everyone to have a copy of the value stream map they can refer to.  Talk about the objectives from the A3 and how they impact the value stream. Using your Value Stream Map, take a waste walk. Have everyone take notepads with them. As a group, walk the Value Stream Map backward. Make note of areas where you see the eight wastes- defects, overproduction, waiting, not listening to people's ideas, transportation, inventory, motion, and excess processing. Ask questions about how long it takes to do things, how many systems are used, and why there is WIP laying around. Make notes on the pads that the team is using. When you return to the room where you are having your kaizen event, have everyone place the wastes they noticed on sticky notes and place them on a DOWNTIME chart. It's ok if people identify the same wastes, just aggregate them. The key is to get people up and involved. Finally, after all of the wastes have been identified, brainstorm solutions to eliminate the waste. In the example below, those ideas are identified in green. Now that you have brainstormed ideas to eliminate the waste, choose the best options to implement. I like to use an impact/effort matrix to narrow down options. This is also referred to as a P.I.C.K. chart. The initials are Plan, Implement, Challenge and Kill. If you are able to get this far on the first day of the kaizen event, you are doing incredible! Day 2-4 Decide what to implement and make changesFocus on opportunities in the implement box on the PICK chart. These should be easy to do, high impact opportunities.  Sometimes the event dictates what will be implemented. For example, if the event is to develop a manufacturing cell, your waste walk and PICK charts opportunities will be less. Regardless, by the second day, your kaizen team should know what they want to implement and begin taking action. Go to the floor and move the equipment.  Split up office processes and assign elements of change to different team members. Develop new processes and evaluate them with others already operating within the process. After you have made the changes you want, trial the new process to see if you get the results you were expecting. Look for bottlenecks, delays, WIP, etc. These are indicators of delay or uncertainty. Gather feedback from everyone within the process about the changes. Ask if they can identify any opportunities for further improvement. Realize they will have to live with the changes day-to-day. Day 5 Team report out and action item listOn the last day of the kaizen event, you need to report out the results to the leadership team. I develop small PowerPoint presentations and assing 1-3 slides to each member of the team to present. I've seen companies have the team members sit in chairs without a presentation and talk about what

Last week I talked about identifying kaizen events that will impact your KPI's. That's a great start. Hopefully, you have a Lean Game Plan for the quarter and are ready to get going. While the excitement in your organization is high, before your first event it is important that you complete a project charter or A3. Here are some tips for completing an A3. 1. Event Description and ObjectivesWhat are you trying to improve? In the project charters that I use, there is a section for defining the area and objectives for the kaizen event. This helps you stay focused on one area. I've been in kaizen events where I've been asked to take on the area next to where we are working as a team. Use the A3 stay focused. It's also important to identify the objectives you hope to accomplish. Without a goal, how do you know if you have made improvements? It's similar to losing weight. There is a difference between saying I'm going to lose weight and I will lose 10 pounds by November 1, 2020. One is vague and the other concrete. Thinking about the objectives makes you think about the process and everything that is happening in the value stream. 2. The Team and project sponsorsIt is hard to put together the team until you know the area where the kaizen event will occur. Obviously, you want some participants from people within the process. I like to have an employee who is the customer of the process. Consider someone from the area where the next kaizen event will occur. This helps them learn the process and helps remove fear. Identify the project sponsors. Who as a leader benefits from the results of the kaizen event? Who asked for the event to occur? These are all project sponsors. No kaizen event should be held without project sponsors. 3. Value Stream Map and process descriptionAlong with impacting your KPI's, your kaizen activities should impact a value stream. If find it helpful to have a copy of the value stream within the event. Develop a clear description of the entire process your event will impact. Before completing an A3 it is a good idea to walk the process backward. This helps you understand everything that is going on and walking it backward keeps you from skipping steps. If necessary, time some of the processes. Look for WIP in the area. Look for piles of files if it is an office process. These show where the delays are. Ask people what bothers them with the way things are currently. 4. Financial SummaryI believe companies should conduct kaizen activities because it is the right thing to do and if you aren't getting better you competition will surpass you. There are financial impacts you should give thought to and consider when you develop your A3. What happens if you remove hundreds of pieces of WIP or Finished goods? What is that worth to the company? If you can eliminate weeks of lead time what is that worth? If you cut setup times on machines in half, you can run smaller batch sizes. What financial impact will that have? Consider the financial impact of the kaizen event you are completing an A3 for. Capture that information in the A3. Even if you achieve 20-50% of the goal, the kaizen event will be a huge success! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/do-you-have-a-culture-of-innovation-part-four/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

In this episode, Steve joined Shahin to talk about Value Stream Mapping. For the first time, we had a live audience recording the episode. Peter, Ali, and Nasima from the audience asked questions from Steve by the end of the show. Topics We conversed about and around the following topics: Value Streams let you see the big picture and your biggest bottlenecks, risks, and opportunities. A value stream captures a view beyond common Agile and DevOps visibility to how we create and deliver value. A Value Stream Map lets to share that view with others and align on what to do next. A map should be simple to start (you can always add more data if you want) – avoid heavy/complex approaches. People are the most important part. Facilitation, handoffs, incentives, psychological safety are major factors. People & Resources: We referred to and/or mentioned the following people and/or resources: Book Learning to See: Value Stream Mapping to Add Value and Eliminate – Amazon US | Amazon Canada Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation Amazon US | Amazon Canada Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results Amazon US | Amazon Canada People: Karen Martin Helen Beal Marc Hornbeek Jeff Keyes Jack Maher Roy Osherove Mike Orzen For more details please visit http://leanonagile.com. Twitter: twitter.com/LeanOnAgileShow LinkedIn: linkedin.com/company/lean-on-agile

Last week I talked about developing a future state Value Stream Map. After you have developed what you want the organization to look like in the future, now comes the hard work of moving toward that future state. That calls for developing your Lean Game Plan. I believe there is a simple way to ensure you will have a successful Lean Innovation- one that involves true culture change. This entails developing your own Lean Game Plan one quarter at a time. To keep it simple, focus on four steps in your Lean Game Plan. 1. Define your championship (Vision)The first step is for leadership to agree upon what the True North is for the organization. This translates into a Lean Management System. It's important that they agree upon a few Key Performance Indicators that measure the performance of the business. I had a client whose mantra was to measure what matters. They went from measuring thirty KPI's to about six. Guess what? They gained much more clarity in their business decision making and they made rapid gains in a short period of time. Establish a Lean Game Plan that includes Lean activities scheduled a quarter at a time. 2. Employee training campsThis should go without saying, but I've seen many organizations skip this step or try to take shortcuts. It is important to train everyone in the organization on basic lean concepts. You aren't trying to make them experts but expose them to Lean concepts. This helps provides a background they can rely on when they participate in RIE's. 3. Follow the Lean Game PlanUsing Value Stream Mapping as your backbone, identify waste in your processes. Focus on removing the waste using Rapid Improvement Events or Kaizen. Schedule the events a quarter at a time and make sure that they occur. Ensure teams have a report-out after every event. Video the report-out in case members of leadership can't attend in person. They can watch the recording and provide positive feedback to the participants after the report out. That feedback is a key ingredient to generating employee engagement and culture change. 4. Half time adjustmentsReview your RIE library quarterly. After you have been conducting RIE's for a while, you will develop a library of events that have been completed. Have a monthly meeting to review the events, formally close events and ensure you are sustaining the gains. If you are not seeing improvement to your KPI's after two quarters, don't be afraid to make changes. Sports teams often make half-time course corrections and you should do the same! After you develop your Lean Game Plan, post it in your Lean Promotion Office for everyone to refer to. Socialize it through your internal communications- newspaper, intranet, whatever you use to share information. It becomes your roadmap for this quarter for everyone to follow! he organizations that I have coached over the years that adopt this simple framework have better results compared to organizations that don't. As always it is an honor to serve you and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/develop-your-lean-game-plan/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

If you have read my book the Lean Game Plan, you know that I talk about Value Stream Mapping as an enabler to help your organization understand where you should focus your improvement efforts. This blog will cover how to develop a future state value stream map. If you have never completed a Value Stream Map (VSM) for your organization, your first step should be to develop an Enterprise Value Stream Map (EVSM). This shows how the entire organization adds value to the customer. It covers from the time the phone rings until you deliver a product or service to your customer. In my last blog, I talked about developing a current state Value Stream Map which shows your business as it stands. After developing a current state Value Stream Map the next step in the process is to complete a Future State Value Stream Map. Think of this as what you want to be when you grow up. Since the goal of Value Stream Mapping is to identify waste, a future state Value Stream Map provides the roadmap that for your organization to head toward. Here we can see our Value Stream Map with Rapid Improvement Bursts attached to the various processes that we want to conduct a Rapid Improvement Event within. Some Rapid Improvement Event types may have to be repeated several times to get the improvements that will impact the Value Stream. In the example above, the set-up reduction Rapid Improvement Events may have to be conducted several times to get to a future state of 10 minutes set up times. It is often easy to cut the set-up times in half with the first event but takes more effort to continually keep cutting the set-up times in half. Looking at the Rapid Improvement Events that have been identified in this case, there is easily six to twelve-months worth of improvement activities identified. Post this in your Lean Promotion office and continually work toward the future state! Until tomorrow! I am honored to serve you and I hope that you and your company are getting better every day! http://getpodcast.reviews/id/1499224100 (Rate and Review Here) More show notes are https://americanlean.com/blog/lean-101/future-state-value-stream-map/ (here) https://americanlean.com/contact/ (Schedule a free 1/2 call) with Tom Reed.https://www.amazon.com/dp/1645162818 (Buy) the Lean Game Plan Follow me on https://twitter.com/dailyleancoach (Twitter@dailyleancoach)Join me on https://my.captivate.fm/www.linkedin.com/in/tomreedamericanlean (Linked In)

If you have read my book the http://www.amazon.com/dp/1645162818 (Lean Game Plan), you know I talk about Value Stream Mapping as the first step to understand where you should focus your improvement efforts. If you have never completed a Value Stream Map for your organization, it will be helpful to develop l an Enterprise Value Stream Map (EVSM). An EVSM shows how the entire organization adds value to the customer. An EVSM shows what happens from the time the phone rings until you deliver a product or service to your customer. After you have developed an EVSM you might develop a Value Stream Map (VSM) for a specific product family or process within your organization that you believe contains waste. Value Stream Maps should help you “see” where the waste is within your organization so you can go about eliminating the waste. Value Stream Mapping allows you to see the flow of processes and the flow of information. Because they are icon-based, they can be used within any industry. If you know how to read the icons you can understand how an organization adds value to the customer. A common practice is to develop value Stream Maps for your current state of operations first. See the whole show notes for an icon map. The commonly used icons are the process/data boxes, outside source icon, the operator box, the inventory triangle, and the movement arrows. If information is shared electronically the lightning bolt is used to show that information sharing. The truck, fork truck, or rail icon shows delivery or movement of material. We identify inspection by using the look icon. The most important element to include in a Value Stream Map is a timeline across the bottom that shows the ratio of value-added to non-value-added work. I have seen current state Value Stream Maps with Value Added ratios as low as 2-5%. Low ratios are common because companies have a lot of inventory or huge queues between operations. Sometimes orders get stuck in the office processes for lengthy periods, which causes delays. When beginning your Value Stream Map, first understand the order of the processes and focus on getting them in the correct order. It is easiest to use long pieces of butcher paper spread out on a conference room table. Then you can develop the steps of the process using icons written on sticky notes. Because they are on sticky notes, if you need to move them around it is easy to do. Once you get your processes in the correct order, then you can fill in your process boxes with the information about that process. Information to collect includes Cycle time (think of this as touch time), set-up times if they exist, yield if a problem, number of operators, and number of shifts the process operates. If it is an office process, you can also include % C&A which is % Complete and Accurate. After you have your processes in the correct order with inventory and delays identified, it is time to take your Value Stream (or a picture of it) to the area that you are mapping and walk it backward through the processes. Why do you think it is important to walk it backward? This helps you identify any mistakes that you might have made when developing your map. It is not uncommon to skip steps! Walking your map backward helps you capture the steps that you might have missed. Another reason to walk your map backward is to use this time to conduct a waste walk. Take notepads with you as you journey backward and interview people in the processes- especially office processes. Ask them what they struggle with. Ask them how long it takes to do their work. Look for piles of inventory and count parts. Look for piles of files. Ask how long work sits between operations so you can capture the time as a delay. Use the eight wastes as a guide for identifying waste in the processes. After you have conducted your waste walk,...

Mark Schwartz, author of War and Peace and IT, describes his experience in the CIO trenches, where low trust between "the business" and IT bogs the organisation down in lengthy acquisition processes and contract negotiations rather than delivering business objectives. We touch on value stream mapping, how to use devops and its relatives devsecops and finops, briefing and back briefing, and what we see as the root of the disconnect between business and tech, a lack of trust. SHOW LINKS: - Mark Schwartz, War and Peace and IT: https://itrevolution.com/war-and-peace-and-it/ https://twitter.com/schwartz_cio - Value Stream Map: https://en.wikipedia.org/wiki/Value-stream_mapping - Briefing and Back Briefing: https://www.amazon.co.uk/Art-Action-Leaders-between-Actions/dp/1857885597 *** 
 Our new book, Agile Conversations, will be out in May 2020! See https://conversationaltransformation.com where you can pre-order! New video of us at the Las Vegas Devops Enterprise Summit 2019 is now available: https://www.youtube.com/watch?v=RMT_Tqzf_vc 
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Eliminate waste in a process and get a holistic view of end-to-end value using a simplified Value Stream Map The post Lightning Cast: Simplified Value Stream Mapping appeared first on Mastering Business Analysis.

  Ok Product Owners, how well do you know your flow? How well can you describe it to others? What’s the limiting factor in your product, delivery, and even company? Unless you’ve created and shared a Value Stream Map, you really don’t know.  Understanding how work happens, where it bottlenecks, and how much time is wasted is extremely valuable to learn how to deliver value sooner. Customers won’t care that there were extra steps, they want to use the product to solve their problem.  Help others see how to do that better with a VSM.   Feedback: twitter - @deliveritcast email - deliveritcast@gmail.com   Links: PO Coaching and Consulting - seek taiju Plutora - Learn the 10 Key Steps to Value Stream Mapping (VSM) for Software Delivery Tallyfy - Value Stream Mapping: Definition, Steps, and Examples Pace - Starbucks Coffee Goes Lean Martin & Osterling - Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation Glen Holmes - On Behavioural Economics Eugen Eşanu - 7 Basic Design Principles We Forget About  

This week's guests are Danny Conroy and Daniel Lichty. Danny and Daniel explained how they use lean in banking, specifically to improve the mortgage process. An MP3 version of this episode is available for download here. In this episode you'll learn: Their backgrounds (2:20) Their favorite quotes (3:56) What lean in a bank looks like (5:58) Visual Management (10:15) An example (11:47) When this started and why (15:24) How many steps there are in their Value Stream Map (16:23) Some of the benefits (22:14) The status quo in the banking world (24:32) Other areas of the bank using lean (26:04) Getting others to "buy-in" to lean (27:31) Who they would shadow (30:38) What "Respect for People" means to them (33:09) Advice for those new to lean (34:22) Final words of wisdom (36:14) Podcast Resources Right Click to Download this Podcast as an MP3 Download a Free Audio Book at Audible.com 1st Source Daniel Lichty on LinkedIn Danny Conroy on LinkedIn AME San Diego 2018 Join us in San Diego from October 29th to November 1st for the 2018 International AME Conference. From incredible keynote speakers, to small group discussions, to simply networking with other continuous improvement practitioners, this is truly a powerful conference you won't want to miss. Use promo code "Gemba10" for 10% off your registration. Learn more here. Subscribe & Never Miss New Episodes! Click to Subscribe in iTunes If you enjoyed this podcast please be sure to subscribe on iTunes. Once you're a subscriber all new episodes will be downloaded to your iTunes account and smartphone. The easiest way for iPhone users to listen to the show is via the free, and incredible, Podcast app. You can download it here. CLICK HERE to subscribe to the Gemba Academy podcast on iTunes. You can also subscribe via Stitcher which is definitely Android friendly. What Do You Think? How else could lean be used in banking, finance, etc?

In this podcast episode of Man vs Business Sean and Les discuss the topic of Value Stream Mapping. When to use them, the difference between a Value Stream Map and other types of maps, how to create a current state map and a future state map and all the tips and pitfalls of mapping.

In this episode Jason discusses the value of the Value Stream Map to your business on your lean journey. Visit us at www.mlbc,com.au for access to the free video tutorials.

For Premium Shmula.com members, we’ve provided two videos for you that shows you how to create a value stream map. The first video is 4:41 minutes long and the second is 4:27 minutes long. You can also download all 30 Value Stream Map Icons, which is part of your membership. A Value Stream Map is […] The post Value Stream Map Symbols [video] appeared first on Shmula.

We've provided two videos for you that shows you how to create a value stream map. The first video is 4:41 minutes long and the second is 4:27 minutes long. You can also download all 30 Value Stream Map Icons, which is part of the Lean Six Sigma templates. A Value Stream Map is an […] The post Value Stream Map Symbols and Video appeared first on OpEx Learning Resources.