Book Review: Value Stream Mapping

Value Stream Mapping is a foundational approach to visualizing your systems to optimize value through focused improvements. My good friend Karen Martin and Mike Osterling present a detailed guide to this approach in their book Value Stream Mapping.

Karen and Mike attempt to address 3 common gaps in value stream mapping (VSM):

1)    Unfamiliarity with VSM as a method to build an outstanding organization

2)    Under-utilization of VSM due to lack of understanding

3)    Misusing VSM and not reaping the full benefits.

They focus of the benefits of value stream mapping, how to conduct them, and how use them for improvement and sustaining gains. Karen and Mike provide tips (guidelines) from experience for impactful and expedient improvement.

Value Stream Mapping is primarily written for organizations in information-intensive offices, service, and knowledge work environments. They focus on processes in a wide range of industries and professions.

Karen and Mike include six examples of current and future state value stream maps drawn from the authors' real experience in across business environments as various as Outpatient Imaging Services, Purchasing, Repair Services, Shelving Systems and Software Development in the Appendices.

Many business people have an incomplete understanding of a VSM and treat it as a tool that is used once in a while with minimum results. This book explains how to utilize the VSM not just as a tool but as a way to manage business. Value Stream Mapping is an excellent step-by-step guide to doing them the right way.

Value Stream Mapping is a short quick read that is easy to understand for anyone. Karen and Mike provide a great resource to get the most out of your value stream. They go beyond the map itself to get sustainable improvement. This is an excellent book that you should read, practice, and implement.

 

The Role of the Lean Sensei

Last week on The Lean Edge authors were asked about the role of a sensei:

What is your experience of working with sensei, and what advice should we give executives seeking to learn lean deeply regarding senseis?

It is a very good question so I wanted to share my thoughts on the matter.

Lean manufacturing is a very broad philosophy for business improvement that has many tools/techniques to aid you in making your production or service more efficient and better at offering your customer a great value. Being able to successfully implement Lean across a company is not something that you can pick up from reading a few Lean implementation books, nor is it something that you can learn from a training course in your local hotel, to truly be able to implement Lean you have to have lived and breathed it for several years to gain enough experience.

This leadership role has many names.  Whether you call them a sensei, champion, coach, or leader; the role is no less critical for the organization to be successful.  I am not one that pays much attention to titles but for this post I chose Coach because it is so fitting.  A Coach is an individual involved in the direction, instruction and training of the operations of a team or of individual.

The following characteristics are desirable for a good Lean Coach:

1. Active-learner open to new ideas
2. Natural problem-solving skills
3. Basics technical skills (comfortable with spreadsheets, graphs, data, etc.)
4. Keen Observer
5. Hands-on
6. Passionate about improving processes
7. Leadership skills
8. Strong interpersonal skills
9. Excellent communicator (writing & speaking)
10. Systems thinkers (able to understand process flows, etc.)

These characteristics alone don't make a Lean Coach.  The Lean Coach must have technical knowledge in the lean tools and tacit knowledge from experience.  Nobody is born knowing these principles and how to implement them.  Everyone has to learn them through practice, trial and error, and coaching.  Success is not based on who you are but rather on what you do. Behaviors can be learned and unlearned.

Being a teacher is the most important aspect for a Lean Coach.  They are not the ones to come in and do it for you.  They are the ones to show you how to do it with confidence so that you will be able to do it for yourself.  A Lean Coach must be relentless in teaching and expecting learning through actual practice.

The focus of a Lean coach is to provide coaching on the principles and practices of Lean Thinking to individuals and groups of employees within manufacturing and service industries. A Lean coach can be advantage because of the following reasons:

Knowledge

A Lean coach brings a range of experiences from previous Implementations that can help you to ensure that your implementation will be smooth and efficient. They also have the experience of implementing the various lean tools in different situations so they will understand how to involve your people and guide them in achieving the best possible results. Most Lean coaches will also have people and organizations that they can go to gain additional expert advice and help, contacts in other industries and companies with whom you can share experiences and view successes.

Perspective

A Lean coach that is independent from your organization and not burdened by the internal politics or any pre-conceived ideas of how the place should work has a clear mind with a bias for action. They can challenge status quo and ask those hard questions to get you out of your comfort zone and to think of those out-of-the-box ideas you need.

Pressure

A good Lean coach should be continuously pushing your company. They will be able to focus on the specifics of the implementation and not be distracted by the other things that may be going on within your company. A Lean coach can apply the constant gentle pressure required for transformation to take hold.

Choosing the right Lean coach to help you make the move from traditional manufacturing to Lean manufacturing is very important. A successful Lean coach must have the ability to convince people at all levels of the organization. No matter whether you are using a Lean consultant or someone on staff, full company-wide support is imperative in making the changes work. Management will have to fully support the Lean coach in Lean projects, and employees will have to be convinced to implement the changes wholeheartedly.

Lean Quote: Communication is a Key Ingredient for Empowerment

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"If communication is not your top priority, all of your other priorities are at risk." — Bob Aronson, Communications Consultant

Communication is a key ingredient for empowerment. Give every employee equal and direct access to information. Many companies have developed a trickle-down style of communication that alienates those employees who may not be "in the loop." The more informed employees are and the more communication is open, honest, direct and complete, the more likely employees are to feel empowered and connected to the daily operations and overall goals of their company.

Open communication is at the center of Lean and Respect for People. Employees need to know what is expected of them and how they’re performing. Visual displays such as scoreboards, scheduling charts, team communication boards, and recognition displays all help to keep information flowing between employees, departments and upper management.

Communication is the glue that binds an organization together but do not assume that several announcements and a note on the notice board is sufficient to get the story out. Some say to communicate seven times and seven ways but that does not mean seven months apart. Develop and implement a robust communication plan and check to see if the total target audience has received the unfiltered message. If you want to know if your message is getting out clearly why not ask the most obscure person on the night shift if he or she heard the message? The day shift is easy but how about the rest of the folks?

 

Making Time for Improvement

A common question by those just starting down a Lean journey is how do you find time for improvement.

“You will never find time for anything. If you want time you must make it.” – Charles Buxton (Philanthropist and Politician)

It is an age-old battle — production time versus improvement time. Two worthy rivals attempting to occupy the same narrow 24-hour space. The issue is not which is more important. Production is! This is as it should be: a company is in business to sell its products and services. It must first make them. And that takes time. Production time always comes first.

Too often improvement is left to chance and the ingenuity of the willing to eke out small pockets of time — and make magic happen. We all know these people. They see the vision burning brightly before them and are determined to make it happen. Time and again, these people prove — with their own mental, emotional, and physical health — the familiar adage: Where there’s a will, there’s a way.

Improvement doesn’t just happen.  It takes time, and in the pressure pot of our day to day activities, there is never enough time to improve our situation. The structure of Lean permits and requires time be set aside for improvement. If managers do not definitively provide time for the task of improvement, then people will know that they are not serious about making improvement a formal part of the work.

One of the most common reasons I hear when improvement activity stops is ‘there is so much going on, we’re too busy to find time for improvement. The predominant culture in many organizations is on of firefighting – implementing temporary fixed to problems. Ultimately, however, fire-fighting organizations fail to solve problems adequately. Firefighting prevents us from getting to the root cause. And if we don’t get to the root of problem we will be right back to firefighting soon.

Most of us don't set aside time in the day, much less the week, just to improve. Without an improvement time policy, however, the danger is that needed improvements will never happen. It doesn't take much time or skill, mainly just will. We need to be encouraged and reminded that it only takes a few minutes to do kaizen. Without assistance from management, people have no good way to make time for improvement within the workday.

Management’s job is improvement. They must remove roadblocks that hinder this achievement. If managers do not take the time and make the effort to incorporate improvement in their work they are not serious about the effort. It takes time and effort to make changes in the way we do things, but it takes the time to consider and implement those changes if they are to survive in the long run.

Coaching for Success

How do you prepare your employees for the big game? Coaching. The most effective leaders see themselves not as managers or supervisors, but as coaches.

In a sports environment, a “coach” is someone who trains athletes or athletic teams to achieve their maximum physical performance. In the business world, a “coach” refers to a manager who leads a team of employees, actualizes the professional potential of his or her employees, and achieves a “winning” service or product with his or her team.

Coaching is the process of preparing your employees to succeed. It is an ongoing, two-way process that involves using constructive, consistent feedback to reinforce positive behavior, resulting in improved performance.

Coaching must be part of business processes if you want the most benefit. Coaching is related to several other organizational processes including change management, team building, facilitation, performance management, and strategic planning. You can acquire many coaching tips from these other processes. You should position your coaching session as a part of these other processes for the most benefit.

The collaborative and engaging style of a "Coach" enables leaders to be a "manager-coach". This approach focuses on developing employees in order to achieve business results rather than managing their every move. The mindset of the manager-coach is to create an environment that fosters learning, independent thinking and opportunities to contribute. The manager-coach doesn't want to be seen as a solution provider. Rather, they want to be seen as a facilitator, paving the way for the employee to achieve their results. Manager-Coaches are a role model for others. They are excellent listeners and communicators, providing perspective and encouragement while also setting high standards and expectations.

The most useful coaching is situational. Consider the difficulty of the task being coached, the skills and experience of the person you are coaching and their preferences in terms of how much 'help' should be given. Sometimes people don't want/need 'the answer', they need a little assistance in finding out how to get the answer themselves.

During coaching sessions, you are advised to make suggestions or ask questions instead of telling the coachee what to do. Help them understand for themselves what is to be done. Sometimes this is not a good idea. Your coachee may get confused and wonder, "Now what exactly did my coach want me to do?" Don't feel guilty about providing unambiguous, no-nonsense instructions--when it is appropriate.

Development planning is more successful when the person's manager or coach is involved. A coaching plan provides a vehicle for organizing what you need to do to help your people. The coaching and development process need to work together.

The purpose of coaching is an interaction not an audit. The learner should know when the coach is coming and what he/she will ask. They can prepare the information in advance of the coaching cycle. The purpose is not to control or get people to do what they say. There should be a genuine interest in both parties in what you are trying to achieve, what you are learning, and what will be the next experiment.

The best way to empower employees is not to manage them. Coach them to success. This is a process of developing their skills and providing them specific feedback to meet high standards. Employees want to be on the same team with their bosses. Be their coach and lead the team to success!

Lean Quote: Quality is About Prevention

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"An ounce of prevention is worth a pound of cure." — English Proverb

Generally the most effective way to achieve quality is to avoid having defects in the first place. It is much less costly to prevent a problem from ever happening than it is to find and correct the problem after it has occurred. Focusing on prevention activities whose purpose is to reduce the number of defects is better. Companies employ many techniques to prevent defects for example statistical process control, quality engineering, training, and a variety of tools from the Lean and Six Sigma tool kit.

Start with the idea of preventing defects, not waiting until they are identified and correcting them. Many companies have an active Zero Defects policy where defect prevention is paramount and quality inspection is almost just a verification of what they already know – that the product is defect free. If we can start with quality and maintain that quality throughout the process we will have a quality product.

Quality must go beyond our product specification or contracted service. We cannot add it at the end of the line or inspect it into the product. At best that is only a false sense of security. If we want a quality product it must be made with quality processes by quality minded people. A focus on quality must be intrinsic to the company culture and practices for the customer to take notice.

Quality is about prevention—you cannot "inspect" quality into a product. It has to happen before the inspection process.

 

Daily Lean Tips Edition #62 (931-945)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #931 - Silos Can Kill Your Business.

Silo mentality is a mindset present when certain departments or sectors do not wish to share information with others in the same company. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture. Silos are seen as a growing pain for organizations of all sizes. Wherever it’s found, a silo mentality becomes synonymous with power struggles, lack of cooperation, and loss of productivity.

Lean Tip #932 - Use Collaboration as an Organizational Change Strategy.

Regardless of how creative, smart and savvy a leader may be, he or she can’t transform an organization, a department or a team without the brain power and commitment of others. Whether the change involves creating new products, services, processes – or a total reinvention of how the organization must look, operate, and position itself for the future – success dictates that the individuals impacted by change be involved in the change from the very beginning.

Lean Tip #933 - Focus on Building Trust.

Trust is the belief or confidence that one party has in the reliability, integrity and honesty of another party. It is the expectation that the faith one places in someone else will be honored. It is also the glue that holds together any group. Leaders demonstrate their trust in employees by the open, candid, and ongoing communication that is the foundation of informed collaboration.

Lean Tip #934 – Help Your Team See the “Big Picture.”

Take time to explain to your team how their work and projects fit into the company’s larger goals and overall objectives. This will help demonstrate that every task they complete can have an impact on the company’s reputation, success, and bottom line.

Lean Tip #935 - Create an Environment of Constant Learning and Development – and Include Yourself in this Process.

Encourage your team to explore new methods for reaching their individual goals and those set by the company. Allow them to make – and learn from – mistakes and be sure to reward new and innovative ideas. Accept that you still have much to learn. Be prepared to learn from others.

Lean Tip #936 - Use a Consistent Approach for Projects.

A consistent and structured approach for project identification and execution will provide the organization with the ability to identify, select, and manage continuous improvement projects. The continuous improvement project process should also provide post-closing process steps to continually refine the improvement project methodology and to act upon the lessons learn from the project effort.

Lean Tip #937 - Facilitate Process-Centric Thinking.

Process-centric thinking does not have to be overly complex. Sometimes, all it takes is a thoughtful examination to uncover significant areas for improvement. Rather than tolerating mistakes and repeat errors, facilitate process-centric thinking to continually improve, correct, and overcome execution difficulties.

Lean Tip #938 – Educate Your Employees

Like any business strategy, ongoing education of the workplace is critical in establishing awareness, developing skills, and institutionalizing the needed mindset and behaviors to bring about effective change. It is no different with Continuous Improvement. Expect and overcome resistance to change with ongoing training, reinforcement of expected behaviors, and recognition of those who are learning and doing.

Lean Tip #939 - Establish an Enduring Culture.

For continuous improvement to work, there must be a relentless focus on and commitment to getting things right. Adaptability and an action oriented leadership team are inherent components of a continuous improvement culture. Resistance to change exists in all organizations to a degree and it must be recognized for what it is, an impediment to improvement.

Lean Tip #940 - Ensure a Penalty-Free Exchange of Ideas.

In many organizations, expressing one's opinion on how to do things better may not necessarily be a welcomed activity. Management can feel threatened or pressured to act resulting in immediate resistances. And, those expressing ideas may be viewed as complainers or trouble makers. In such an environment, it doesn't take long for the potential risks of making a suggestion to stifle enthusiasm and participation in improvement oriented thinking. Ensuring a penalty-free exchange of ideas is beneficial to both the giver and the receiver of new ideas and approaches and will ensure a safe two way exchange of thoughts and ideas.

Lean Tip #941 - Promote a Culture of Learning.

In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.

Lean Tip #942 - Apply Learning Straightaway

If you are planning on training employees in a certain skillset that will not be used until a later date you run the risk of wasting your time and funds. Failing to apply what you have learned in the immediately future could result in the loss of retention of that information. Save those skills training classes until you are ready to implement them.

Lean Tip #943 - Analyze The Skills That You Want Your Employees To Develop.

Cross training employees on any aspect will not work since some disciplines and skills are suitable for specific types of people. Hence, you need to analyze your employees’ core skills and search for any related skills to form groups of compatible training within a range of genres. This way, your employees will be able to apply what they have learned from the training provided to them.

Lean Tip #944 – When Training Employees Focus on Results.

In many companies, the training and development processes aren’t aimed at producing targeted results. A certain training program may seem like a good idea, but without defined expectations, measurable results will be impossible to achieve. Clearly consider and define how you’re going to get a return on your investment by analyzing your company’s needs before starting the training process.

Lean Tip #945 – Find the Right Trainers

There are plenty of adequate trainers out there, but it’s up to you to find one who can help you achieve your specific business goals. A trainer’s resume may seem impressive, but their style of training is much more important than a piece of paper. If they can’t transfer knowledge in a fun, practical manner, they’re probably not a good fit.