The standard belief in books about Lean initiatives and value
stream mapping (VSM) is that VSM works well on transactional
processes (which are primarily linear processes where handoffs are
well defined and the outcome is known) and it is useful for
repetitive projects or products. This book counters these
statements by clearly demonstrating how a VSM exercise can be
successfully performed in complex, multifunctional environments
involving nonrepetitive work, such as aircraft new product
development, custom engineering, software development and project
management. The methodology described in this book is the result of
more than ten years of refinement and is based on practice while
working with multidisciplinary teams and helping them achieve their
goals. This is a novel approach to capturing the information flow
in a VSM by recognizing it as the place where most of the issues
are generated, especially for the previously mentioned environments
and the fact that classical mapping methodologies (including
classical VSM) do not capture it well. The VSM methodology that the
author developed goes to the essence of a VSM (activities flow,
information flow, timeline), uses conventional VSM icons and some
custom information flow icons and helps the following: Quantifying
waste (VSM literature gap) Making disconnects visible (VSM
literature gap) Making behavioral and cultural patterns visible
(VSM literature gap) If the steps are followed thoroughly, then
lead time reductions ranging from 60% to 88% are achieved, along
with increased availability of resources, more output with the same
resources, projects delivered on time and, most importantly,
colleagues embracing the Lean mindset, which greatly contributes to
maintaining the gains. Essentially, this book helps readers perform
a VSM in environments where multiple stakeholders interact with
each other to deliver a product or a service with unclear aspects,
such as what the product/service is, how all involved can
contribute to the product or service transformation and how the
interactions between them occur. For example, the products/services
targeted in this book include test results, analysis results, a
custom design, a process, a methodology, an engineering change,
integrated enterprise software and engineering drawings.
Concurrently, this book helps readers map behavioral patterns, such
as micromanagement, and company culture aspects, such as excessive
governance and "decisions by committee."
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