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From the Lean Lexicon 5th Edition:

Value:   The inherent worth of a product as judged by the customer and reflected in its selling price and market demand.  The value in a typical product is created by the producer through a combination of actions, some of which produce value as perceived by the customers and some of which are merely necessary given the current configuration of the design and production process. The objective of lean thinking is to eliminate the latter class of activities while preserving or enhancing the first set.  Value-CreatingAny activity that the customer judges of value. A simple test as to whether a task and More »
Value Stream:   All of the actions, both value-creating and nonvalue-creating, required to bring a product from concept to launch (also known as the development value stream) and from order to delivery (also known as the operational value stream). These include actions to process information from the customer and actions to transform the product on its way to the customer. More »
Value-Creating Time:   see Cycle Time
Value-Stream Improvement:   An improvement method based on the scientific approach to problem solving known as plan-do-check-act (PDCA) or plan-do-study-adjust (PDSA) that brings together the scientific and cultural components needed to implement and sustain positive change in a specific value stream.  The PDCA approach corresponds to the three project phases of value-stream improvement. (1) Leadership defines the broad organizational need for a project, how the problem is affecting the organization, and sets the scope of the project. (2) In a workshop, usually lasting three days, value-stream stakeholders develop a current-state value-stream map, analyze the problems, and propose countermeasures in the form of a More »
Value-Stream Manager:   An individual assigned clear responsibility for the success of a value stream. The value stream may be defined on the product or business level (including product development) or on the plant or operations level (from raw materials to delivery).  The value-stream manager is the architect of the value stream, identifying value as defined from the customer’s perspective and leading the effort to achieve an ever- shortening value-creating flow.  The value-stream manager focuses the organization on aligning activities and resources around value creation, though none of the resources (money, assets, people) may actually “belong to” the valuestream manager. Thus, value-stream management More »
Value-Stream Mapping:   A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery.  Value-stream maps can be drawn for different points in time as a way to raise consciousness of opportunities for improvement (see illustrations below). A current-state map follows a product’s path from order to delivery to determine the current conditions. A futurestate map deploys the opportunities for improvement identified in the current-state map to achieve a higher level of performance at some future point.  In some cases, it may be appropriate to draw an ideal-state map showing the opportunities for More »
Nonvalue-Creating Time:   see Cycle Time
Value at the Imperial Grill
By: Pascal Dennis | June 10, 2014
Columns
"The Imperial Grill was a lean enterprise, and my folks, lean thinkers, though they would simply call it common sense," writes Pascal Dennis. In his first piece for the Post, Dennis shares the powerful business lessons he learned growing up at his family's Greek diner. More »
Value Proposition Template (from Perfecting Patient Journeys)
By: Lean Transformations Group | January 29, 2013
Forms and Templates
A lean value proposition is used in value-stream improvement projects. It will help you and your team:Align the stakeholders around what will be included in addressing the problem,Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,Identify additional stakeholders necessary to drive the implementation of the future state,Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.  The value proposition is not just a document to record discussions. It should be used to drive More »
Value Stream Management
By: Jones, Dan | December 2, 2009
eLetters
As we emerge from the recession and look ahead old ways of thinking and action will not be enough to meet two big challenges ahead. The first challenge is the growing impact of the web in opening up the possibility of turning customers from strangers to partners. The more customers know about what they could have and the way products and services are produced and delivered the more demanding they are becoming. They recognise they have an increasingly powerful voice! And they expect providers to be able to deliver exactly what they want, when, where and how they want it More »
Value Stream Mapping and Management
By: Keyte, Beau | December 5, 2002
Presentations
a 2002 presentation by LEI faculty member Beau Keyte to the Jacksonville APICS community More »
Value Stream Mapping for Job Shops
By: Irani, Shahrukh | February 2, 2004
Articles
Professor Irani discusses product family matrix analysis for value-stream mapping More »
Value Stream Mapping in a Product Development Context: A Q&A with John Drogosz
By: John Drogosz | April 5, 2016
Columns
Lean Product and Process Development Senior Coach John Drogosz answers countless questions about LPPD every day. Now, in his first piece for the Lean Post, he answers one of his most-asked questions: about how to create a value stream map for a PD environment. Read more. More »
Value Stream Maps and Battle Plans - Are They Worth Nothing?
By: Chet Marchwinski and Judy Worth | March 27, 2015
Columns
“I’m reluctant to say maps are nothing, but there’s a difference between maps and mapping," Judy Worth says, paraphrasing Eisenhower’s insight that battle plans meant nothing, but PLANNING for battle was indispensable. “An awful lot of lot of the benefit that comes out of value-stream maps comes from the process of mapping with other people.  " More »
Value-Stream Map Zones (from Perfecting Patient Journeys)
By: Lean Transformations Group | January 29, 2013
Value-Stream Maps
Developing a current-state map creates a common understanding of how things really work today in the value stream (not necessarily what the documentation says or some might believe) so that the stakeholders can work together to identify and address problems and make improvements. Remember, see together, learn together, act together.  All value-stream maps are laid out in a horizontal format. They capture major categories or zones of fact finding. We find it helpful to think about value-stream maps in terms of the following six zones: customer, supplier, processes, information flow, process data, and a timeline and summary.  Perfecting Patient Journeys, More »
Value-Stream Mapping
By: Womack, Jim | May 1, 2012
Articles; Value-Stream Maps
In a special article for SME's Manufacturing Enginering, Jim Womack, founder and chairman of the Lean Enterprise Institute, explains the purpose and process of  value-stream mapping with examples from production and office environments. More »
Value-Stream Mapping at FAA Office Improves Information Flow
By: Marchwinski, Chet | May 7, 2010
Articles
Lean management principles and tools originated on the shop floor to improve manufacturing processes but in its first value-stream mapping project, a regional office of the Federal Aviation Administration (FAA) found that lean thinking is just as effective in improving work flow processes in an office. More »
Value-Stream Mapping at FAA Office Improves Information Flow
By: Lean Enterprise Institute | May 10, 2010
Articles
Lean management principles and tools originated on the shop floor to improve manufacturing processes but in its first value-stream mapping project, a regional office of the Federal Aviation Administration (FAA) found that lean thinking is just as effective in improving work flow processes in an office. More »
Value-Stream Mapping for Healthcare
Workshops
This interactive workshop demonstrates how to apply lean principles and value-stream mapping, a fundamental and critical tool, to make fundamental improvements in a healthcare organization's clinical/administrative processes. See how these principles apply to the processes such as emergency medical care, pharmacy, diagnostic procedures (lab and radiology), patient registration and discharge, records, and billing. More »
Value-Stream Mapping for Manufacturing
Workshops
Learn how to use this fundamental initial step in a lean transformation to create the "blueprints" for applying other tools and targeting kaizen events most effectively. More »
Value-Stream Mapping for Manufacturing: Gemba-Based Workshop
Workshops
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 More »
Value-Stream Mapping for the Office and Service
By: Dager, Joseph | June 9, 2010
Articles
Whether you are fixing a manufacturing or office value stream, lean is “about the creation of a problem solving and fast-learning culture,” said Jim Luckman, a faculty member at the nonprofit Lean Enterprise Institute.    Luckman who has been a manufacturing plant manager, an R&D center manager, and head of a small startup company, recently discussed how to apply value-stream mapping in nonmanufacturing value streams with Business901 podcast host Joe Dager. One of the workshops Luckman teaches for LEI is on Value-Stream Mapping for the Office and Service More »
Value-stream Mapping Icons for Excel
By: Lean Enterprise Institute | January 1, 2003
Value-Stream Maps
At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets. More »
Value-Stream Mapping in a Make-to-Order Environment
By: Rother, Mike | September 9, 2005
Articles
Tips from LEI author Mike Rother on applying value-stream mapping and continuous flow in high-variety, custom manufacturing environments. More »
Value-Stream Mapping Workshop Participant Guide
By: Mike Rother and John Shook
Books; Workshops
Value-Stream Mapping: a Methodology for Sustainable System Improvement
Workshops
This interactive workshop takes 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. More »
Value-Stream Mapping: Gemba Based Workshop
Workshops
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. More »
Value-Stream Maps from Learning to See
By: Rother, Mike and John Shook | June 2, 2003
Value-Stream Maps
Value-stream map excerpts from Learning to See More »
10 Tips for Getting the Most Value from Value Stream Mapping
By: Judy Worth | May 19, 2015
Columns
Most people see only a small amount of what is to be gained from value stream mapping. "Such an exercise can be a powerful organizational development tool," says Judy Worth, "as well as one for improving value stream performance on quality, efficiency, and safety.  " Before you embark, keep these 10 key things in mind. More »
Seeing the Whole Value Stream (Maps from the Wiper Value Stream)
By: Jones, Dan and Jim Womack | October 25, 2011
Value-Stream Maps
Full size maps from Parts 1-5 of the workbook Seeing the Whole Value StreamWiper Value-Stream Map Current StateWiper Value-Stream Map Future State 1Wiper Value-Stream Map Future State 2Wiper Value-Stream Map Ideal StateAlpha Motors Assembly — Current StateAlpha Motors Assembly — Future StateBeta Wipers Assembly — Current StateBeta Wipers Assembly — Future StateGamma Stamping Assembly — Current StateGamma Stamping Assembly — Future State More »
Webinar: Learning to See the Whole Value Stream: The Power of Extended Value-Stream Mapping
By: Jim Womack and Dan Jones | November 29, 2011
Videos and Webinars
Learning to See the Whole Value Stream: The Power of Extended Value-Stream Mapping webinar featuring Jim Womack and Dan Jones. More »
Seeing the Whole Value Stream (Maps from Applying Value-Stream Analysis to Retailing — The Tesco Case)
By: Jones, Dan and David Brunt | October 25, 2011
Value-Stream Maps
Full size maps from the essay "Applying Value-Stream Analysis to Retailing — The Tesco Case" in Seeing the Whole Value Stream More »
Seeing the Whole Value Stream (Maps from Extending Value-Stream Analysis from the Factory to the Customer — The Auto Wiper Case)
By: Jones, Dan and David Brunt | October 25, 2011
Value-Stream Maps
Full size maps from the essay "Extending Value-Stream Analysis from the Factory to theCustomer — The Auto Wiper Case" in Seeing the Whole Value Stream More »
Shifting to Value-Stream Managers:a Shop-Floor Revolution Leads to a Revolution in Plant Organization
By: Chet Marchwinski | March 8, 2006
Case Studies; Charts, Graphs and Diagrams
Two years into a lean transformation, the low-hanging fruit has been plucked and progress has started to slow. Read how a Thomas & Betts plant recharged the transformation and reached higher levels of performance by using value-stream managers to span functional walls. More »
A Journey to Value Streams: Reorganizing Into Five Groups Drives Lean Improvements and Customer Responsiveness
By: Tonya Vinas | February 28, 2008
Case Studies; Charts, Graphs and Diagrams
While many plants have used value-stream thinking and practices such as current- and future-state mapping, Parker Hannifin Corporation's New Haven, IN, plant has created a value-stream culture centered on autonomy, entrepreneurialism, and lean principles. The change started after months of lengthy discussions among functional leaders, who ultimately determined the best way to remain competitive was to relinquish much of their control to value-stream teams. Along the way, the plant had to overcom More »
Adding Cost or Creating Value?
By: Womack, Jim | March 4, 2004
Columns; eLetters
I was out on tour this past week, listening to companies' stories as they try to achieve a "lean" transformation.    And I was struck, as I often am, by confusing terminology. The companies I visited thought they were "adding value" but I mostly watched them adding cost.    So let me try to clarify things.  I always use the term "creating value" rather than the more familiar "adding value" because the former is the voice of the customer while the latter is the voice of the accountant.    Companies add up their costs - both bought-in materials and internal More »
Apples & Oranges: Value Stream Mapping in a Low-Volume/High-Mix Environment
By: Aaron Hunt | October 27, 2015
Columns
"Making improvements using lean principles in a low volume/high mix (LVHM) manufacturing environment can be difficult, especially when trying to determine where to start," writes Aaron Hunt in his first Lean Post article. But it's not impossible. Here's how Aaron mapped the complex value streams at his LVHM organization and opened the doors to next-level productivity. More »
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