Value-Stream Mapping: Gemba Based Workshop (3 Day Class)
A portion of this hands-on workshop will be held at Green Eileen's Seattle warehouse.
One of the blueprints of lean transformations, a value-stream map (VSM) is a paper-and-pencil representation of every process in the material and information flow along with key performance metrics and other data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Among other benefits, VSMs can help you:
- Improve the overall flow of value to the customer and deliver the biggest benefits
- Identify and eliminate process and system waste
- Avoid the common mistake of "cherry-picking" individual lean techniques, which creates isolated islands of improvement and limited benefits
- Reveal where lean techniques, such as kaizen events, could be utilized for maximum effects
This workshop, now offered live for the first time, shows you how to create and apply this fundamental and critical tool, based on Lean Enterprise Institute's groundbreaking VSM workbook, Learning to See, which has introduced the mapping tool to thousands around the world. As part of the learning process, participants will practice the Value Stream Mapping cycle in a real lean environment under the guidance of an experienced LEI faculty member. This rare opportunity will help embed the learning through an experiential activity in a fast-paced, critical operation.
This workshop will sharpen your "eyes for waste" and "eyes for flow." Using a manufacturing case study you'll learn how to identify a product family, how to see the entire value stream for a particular product family, how to map the value stream to identify and eliminate waste, what makes a value stream lean, and how to develop a plan to achieve results.
After receiving a manufacturing case study on Day One, participants will create a VSM based on their observations at a real lean gemba (a recycled-clothing processing facility). Participants will spend Day Two mapping out the current state for one product value stream. On Day Three, participants will create a future state design and an action plan for achieving the future state.
Workshop topics include:
- Value-stream improvement vs. process improvement
- Exercise: Drawing a current-state map
- What is a lean flow?
- Individual efficiency vs. system efficiency
- Continuous flow processing
- Designing a lean flow
- Exercise: Drawing a future-state map
At the end of the workshop you should be able to:
- Understand and explain to others the benefits of value-stream mapping
- Draw a current state map
- Identify major lean concepts
- Draw a future state map
- Develop a basic implementation plan
Who Should Attend:
Those who would benefit from attending this workshop include:
- Operators, managers, supervisor, and change agents in any industry with multi-step processes
- Transactional or services professionals interested in better understanding the flow of a product from "raw material" to the shelf in their industry
- Professionals from organizations at any level of a lean journey, particularly (but not exclusively) those just beginning
This workshop assumes you are familiar with basic lean terms and concepts as described in Lean Thinking by Jim Womack and Dan Jones. For maximum benefit we strongly recommend that you read Learning to See by Mike Rother and John Shook to develop a value stream perspective before attending the workshop. (Lean Thinking and Learning to See have received Shingo Research Prizes. This workshop is based on the Learning to See workbook.)
Executive Director, Strategy and Administration
Lean Enterprise Institute
Continuous improvement leader and coach Alice Lee is executive director, strategy and administration, and a member of LEI’s executive team. Her responsibilities include:
- Collaborating with universities and other research communities.
- Leading long-range strategic planning, administration, finance, and HR functions.
- Developing educational content in traditional and new media.
- Coaching executives in creating continuous improvement cultures.
Lee served as vice president and special assistant to the president, business transformation, at Beth Israel Deaconess Medical Center (BIDMC), a major teaching affiliate of Harvard Medical School, from December 2004 to June 2014. During that time, she approached problems holistically, collaborating with senior leaders, doctors, nurses, and staff, to design care systems that flowed at the needs of patients. The continuous improvement effort at BIDMC was the subject of an article in the Boston Business Journal.
Lee is a strategic advisor to the ThedaCare Center for Healthcare Value, the Healthcare Delivery Institute at Worcester Polytechnic Institute, and a faculty coach at the Fisher College of Business at The Ohio State University. She writes for The Lean Post, Planet Lean, the Lean Management Journal, and is a frequent speaker at national and international conferences on lean management and lean healthcare. She has taught lean management to executives and physicians at workshops in the U.S., Australia, and Egypt. Previously, Lee worked as a management consultant for Ernst & Young. She holds a bachelor’s degree in Medical Laboratory Science from Northeastern University.
Writer, LEI Faculty Member
Lean Transformations Group
To maximize your learning experience we recommend that prior to attending this program you take following workshop or have a good understanding of the concepts presented within it.
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