Value-Stream Mapping: a Methodology for Sustainable System Improvement
Value-Stream Mapping: a Methodology for Sustainable System Improvement (2 Day Class)
Following this session participants will be able to:
- Use fundamental lean mapping tools to identify and address issues in the value stream
- Plan and implement a lean value-stream improvement project to achieve sustainable gains
- Identify a project’s anticipated improvements in performance and communicate them to leadership to secure alignment
While many organizations have learned how to create current-state maps as a snapshot of their existing processes, many struggle with creating a future-state map of their value streams. All too often, the future-state map is just a drawing of a preconceived solution rather than the result of a rigorous lean thinking process. In addition, even fewer organizations are able to truly sustain a system-level problem solving effort during and beyond implementation.
This interactive workshop will utilize case studies to take you through EVERY step of the value-stream improvement process: preparation before mapping, current-state mapping, problem solving to design the future state, managing implementation of a lean transformation to plan, and continuing to support the value stream after implementation. Attendees are encouraged to join this workshop regardless of industry, as there will be several case studies provided to allow participants to examine the one most relevant to their industry.
- Fundamentals of Lean Thinking
- An overview of lean thinking and what it means for an organization to be lean
- Identifying waste in non-production value streams
- The 7 types of waste and what they might look like in various processes
- Scoping a value-stream improvement project (based on a case study)
- Aligning leadership and gaining agreement on the goals and objectives of the project
- Identifying key stakeholders and the participants of the implementation team
- Drawing a current-state map
- Understanding a value-stream map and the metrics that support the transformation
- Use of the value-stream mapping tool to document and analyze a current-state map
- Identifying the changes necessary to create a future-state map with a current-state map
- Using lean tools to create a future-state map that addresses identified problems and achieves project objectives.
- Planning, implementing, and managing value-stream improvement using the Plan-Do-Check-Act cycle (PDCA)
Who Should Attend
- Managers, supervisors, lean coordinators, and change agents from any industry with multi-step processes, particularly (though not exclusively) those struggling to implement value-stream changes
- Leaders who want to learn the principles and techniques for value-stream improvement in order to be more effective in developing problem-solving capabilities of their people.
Lean Transformations Group, LLC
Jim Luckman has had the unique experience of leading three separate lean transformations, as a Plant Manager, as a Director of a Research and Development Center, and as a CEO of a small start-up company. Jim is the Past President and CEO of iPower Technologies, a company serving the distributed generation market of electrical power. Luckman has worked in the auto industry for 34 years working at Delphi Automotive (formerly part of General Motors). Jim current efforts include leadership coaching, application of lean in R&D and application of lean to software development. He currently coaches companies interested in company-wide lean transformation. Jim is a partner in Lean Transformations Group, LLC
Karl Ohaus received a BS in Mechanical Engineering from Duke University, School of Engineering, in 1980. For the first 10 years of his career he worked in product testing, design and development for American Standard. During this time, as a Senior Design Engineer, Karl had responsibility for new projects from concept to delivery to the customer. This exposure to manufacturing and design in both the US and Europe was excellent training and provided Karl with a deep understanding of a wide range of processes and technologies. He was awarded 10 patents during this time.
In 1991 Karl joined a company manufacturing machined parts for the automotive industry. Starting in 1995 as President, Karl led the company’s transition to Lean manufacturing.
Karl began educating and consulting in Lean implementation and process improvement in 2003. He draws on his experience using the Lean principles and tools to help client companies create process flow, improve operational performance and better address the needs of the business. Karl’s coaching stresses the management development and employee engagement aspects of change to a Lean enterprise.
Tom is a 30-year veteran in various manufacturing environments within General Motors Corporation. Tom has also spent two-years at New United Motors Manufacturing Inc. (NUMMI), the GM-Toyota joint venture, working within the Toyota Manufacturing System and performing lean assessments of Toyota facilities in Kentucky and Japan. Tom has co-authored two books on Lean, Value Stream Management and Value Stream Management for the Lean Office, both published through Productivity Press, Inc. Tom is also a co-author of Mapping to See – A Value-Stream Improvement Kit for Office and Service, published by the Lean Enterprise Institute. He has a Bachelor of Science degree from Michigan State University, and an MBA from Western Michigan University. He currently aids companies implementing lean through an investment group that purchases small manufacturing firms and helps turn them around and as a member of the consulting group Lean Transformations Group.
Writer, LEI Faculty Member
Lean Transformations Group
Judy Worth got her first introduction to lean from one of her business partners, who left their company in Lexington, KY, to work at the start up of Toyota’s first North American plant in Georgetown, KY. She got additional exposure to the value-stream mapping tool when she served as instructional designer for LEI’s Mapping to See Kit for lean in office and services.
For the past nine years, Judy’s focus has been on implementing lean in healthcare. She has extensive experience facilitating value-stream mapping workshops in healthcare organizations, including hospitals and primary care and has also provided training and coaching services for healthcare in-house lean facilitators.
Judy is the co-author of the LEI publication, Perfecting Patient Journeys, a step-by-step guide for moving from value-stream mapping to sustainable continuous improvement. She is also co-author of a white paper on lean competencies, “Building Capability for Success with Lean: The Critical Competencies.” She currently aids companies implementing lean through the Lean Transformations Group.
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