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Learning to See / Seeing the Whole Value Stream Set
Learning to See / Seeing the Whole Value Stream Set
by Dan Jones, Mike Rother, John Shook, Jim Womack

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Learning to See

This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.

The value-stream map is a paper-and-pencil representation of every process in the material and information flow, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Value-stream mapping is an overarching tool that gives managers and executives a picture of the entire production process, both value and non value-creating activities. Rather than taking a haphazard approach to lean implementation, value-stream mapping establishes a direction for the company.

To encourage you to become actively involved in the learning process, Learning to See contains a case study based on a fictional company, Acme Stamping. You begin by mapping the current state of the value stream, looking for all the sources of waste. After identifying the waste, you draw a map of a leaner future state and a value-stream plan to guide implementation and review progress regularly.

Seeing the Whole Value Stream

Seeing the Whole Value Stream builds on the mapping technique introduced in Learning to See, extending the field of view all the way up and down the value stream. In this workbook, Dan Jones and Jim Womack, co-authors of Lean Thinking, provide a management tool for identifying and removing waste along the entire value stream from raw materials to end customer.

By identifying all the steps and time required to move a typical product from raw materials to finished goods, the authors show that nearly 90 percent of the actions and 99.99 percent of the time required for the value chain’s Current State create no value. In addition, the mapping method clearly shows demand amplification of orders as they travel up the value stream, steadily growing quality problems, and steadily deteriorating shipping performance at every point up stream from the customer. Applying the method to a realistic example, the authors show how four firms sharing a value stream can create a win-win-win-win future in which everyone, including the end consumer, can be better off.

The workbook finishes with five essays demonstrating how real companies in multiple sectors have taken on the challenge of improving their extended value streams working in collaboration with their suppliers and customers.


Publisher:  Lean Enterprise Institute, Inc.
Publication Date:  October 25, 2011
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