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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-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 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 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 Workshop Participant Guide
By: Mike Rother and John Shook
Books; Workshops
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 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: 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 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: 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 »
I’ve been improving process efficiency for years with value-stream mapping, why did you write that it is misleading?
By: Michael Ballé | November 18, 2019
Columns; eLetters
Dear Gemba Coach,  In your previous column you stated that value-stream mapping can be misleading. I’ve been using VSM for years to improve process efficiency – what can be wrong with that? More »
The Mythical Value Stream Manager
By: Mike Orzen | September 27, 2019
Columns
If you want to make a serious impact in your improvements, consider shifting your focus outward to a value-stream level perspective and find someone who is willing to take on the role of value stream leader, suggest Mike Orzen. More »
The Value Add Accountant Book Club Questions
September 19, 2019
Articles
In The Value Add Accountant, you will learn how adopting this new role can enable accounting and finance to proactively support business decision making and impact improved outcomes. This expanded role has both accounting operations and company-wide elements. It is initiated by applying Lean principles and tools to everyday processes to minimize mind-numbing transaction work and other waste from accounting processes. Those improvements increase available accounting capacity. This capacity is then applied to impacting the future with more time spent on internal customer-based, value adding activities for the organization.  LEI makes it easy to learn together, download our free book More »
Cost Saving is Tired--Value Creation is Hot!
By: Jean Cunningham | June 5, 2019
Columns
Lean affects financial outcomes--dramatically so in firms that incorporate widespread lean thinking over the long term, says LEI Chair Jean Cunningham. And yet she counsels you not to fixate on cost reduction or product cost. Look instead at the real numbers. More »
Is value engineering just about cutting costs?
By: Michael Ballé | March 4, 2019
Columns; eLetters
Dear Gemba Coach,  My boss has hired a consultant to do value engineering, who has us looking for design opportunities to reduce the costs of components and materials – is that it? More »
Can you implement TPS if management doesn’t accept the fundamental values of the Toyota Way?
By: Michael Ballé | January 28, 2019
Columns; eLetters
Dear Gemba Coach,  How can we implement the principles of  TPS if our management doesn’t accept the fundamental values of the Toyota Way? More »
The Value Add Accountant
By: Jean Cunningham | July 1, 2018
Books
The Value Add Accountant: an indispensable partner supporting strategic improvement efforts More »
eVSM v8 - Electronic Value-Stream Mapping
March 10, 2014
Accessories; Software; Value-Stream Maps
Walking the shop or office floor with a paper and pencil to collect data and observe actual conditions is how value-stream mapping (VSM) is done. But for a long time, members of the Lean Community have been sharing these hand-drawn maps by creating their own electronic templates from scratch in various software programs. eVSM makes the process of turning hand-drawn maps into electronic ones easier and faster.  As a companion – not a substitute – to paper-and-pencil mapping, the software allows lean practitioners to easily create, modify, and disseminate electronic value-stream maps. More »
Seeing the Whole Value Stream (eBook)
By: Dan Jones and Jim Womack with D. Brunt, M. Lovejoy | August 20, 2012
Books
For the tens of thousands of users of value-stream mapping at the facility level, Seeing the Whole Value Stream provides the logical next step, extending the field of view all the way up and down the value stream. Dan Jones and Jim Womack, co-authors of the best-selling Machine That Changed the World and Lean Thinking provide a management tool for identifying and removing waste along the entire value stream from raw materials to end customer. This expanded second edition of the original book Seeing the Whole also provides real-world case studies. More »
Lean business-IT integration, Part Three: What is an integrated business-it value stream?
By: Bell, Steve | April 3, 2012
Articles
In this, the third article in a five part series on lean IT, LEI faculty member Steve Bell explores the fundamentals of integrating business and IT. More »
Lean Business-IT Integration, Part Two: Obstacles to Value-Stream Transformation
By: Bell, Steve | November 15, 2011
Articles
In this, the second of a five part series, LEI faculty member Steve Bell offers a framework to help overcome the common obstacles to a lean IT transformation. Part Three will examine how to integrate the various IT communities. Part Four addresses the management and governance of this new approach. And Part Five explains how to measure business-IT Value. More »
Seeing the Whole Value Stream
By: Dan Jones and Jim Womack with D. Brunt, M. Lovejoy | October 26, 2011
Books
For the tens of thousands of users of value-stream mapping at the facility level, Seeing the Whole Value Stream provides the logical next step, extending the field of view all the way up and down the value stream. Dan Jones and Jim Womack, co-authors of the best-selling Machine That Changed the World and Lean Thinking provide a management tool for identifying and removing waste along the entire value stream from raw materials to end customer. This expanded second edition of the original book Seeing the Whole also provides real-world case studies. More »
Learning to See / Seeing the Whole Value Stream Set
By: Dan Jones, Mike Rother, John Shook, Jim Womack | October 25, 2011
Books
This is a special discounted combination package of the classics Learning to See and Seeing the Whole Value Stream. 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 »
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 »
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 Seeing a Whole Supply System Across the Globe)
By: Jones, Dan | October 25, 2011
Value-Stream Maps
Full size maps from the essay "Seeing a Whole Supply System Across the Globe" in Seeing the Whole Value Stream More »
Toast Value-Stream Mapping (DVD)
June 13, 2011
Books; Videos and Webinars
Toast Value-Stream Mapping (DVD) More »
Manage the Contract or Improve the Value Stream?
By: Womack, Jim | September 16, 2008
Columns; eLetters
As much as I would like to, I can't walk frequently along every type of value stream. As a result, it has been a while since I've walked along the complex value streams shared by customer firms and their suppliers. So when several firms recently offered a chance to take multi-organization walks -- from the point of customer use back to the beginning of supplier manufacture -- I was delighted to put on my walking shoes and stride along with teams from the customer and supplier organizations.  As I walked I was quickly reminded of how easy it is for More »
Creating Value or Shifting Wealth?
By: Womack, Jim; | May 1, 2008
Columns; eLetters
How do we judge the progress of the Lean Movement? One critical indicator is our success in extending lean thinking to new industries and activities. In recent years I have been greatly encouraged that lean thinking is moving far beyond its origins in manufacturing to distribution, retailing, maintenance and overhaul, consumer services, construction, and – perhaps most striking – healthcare. Indeed, the latter may be the most energetic area of lean practice today.  However, I have been concerned about our prospects for changing the thinking of investors, and specifically the giant private-equity investment firms that now control large parts of 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 »
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