LEI’s new tool for seeing the big picture
Value stream maps help us see our Current State so we can implement Future States with more flow, leveled pull, and less waste. We’re delighted that 85,000 members of the lean community have now used Mike Rother and John Shook’s Learning to See to map value streams within facilities.
Today we are taking the next step by expanding our field of view from the individual facility to the entire Value stream. We are launching the latest LEI workbook, Seeing the Whole, which provides a simple tool for mapping the extended Value stream for your product families.
We begin with a new set of icons for facilities, warehouses, cross docks, transport modes, and information management systems, and show how to draw a map from raw materials to the customer. In the process, you will learn how to count the actions on the product, ninety percent of which are muda, and how to summarize throughput time, 99.99 percent of which is wasted. You will also learn how to track “demand amplification” as customer signals are turned into noise as orders move upstream and how to portray the deterioration in product quality and delivery performance typical of most value streams moving back from the customer.
Once you have an accurate Current-State map, drawn collectively by all the facilities and firms touching the Value stream, it’s time to introduce the first of several Future States. These can lead eventually to an Ideal State in which the Value stream is dramatically compressed to squeeze out most of the wasted time and effort plus the noise and errors in the Current State.
We’re particularly excited about Seeing the Whole because we believe it will provide a language for everyone touching the Value stream to enter into a fact-based discussion about the Current State and jointly envision achievable Future States. In addition, the simple process of constructing Current-State and Future-State maps provides a great assessment of the performance of every department, facility and firm touching the product.
We’re certain you will find Seeing the Whole a breakthrough tool in your war on muda, a tool that will give those teams with the courage to get started a continuing competitive advantage. We look forward to hearing about your experience as you learn to see the whole.
The Power of Personal Yokoten
Personal yokoten to teach new mindsets and attitudes is an activity all of us can perform out in the world every day with every manager, team leader, and team we touch, says Jim Womack. He believes we can transfer new, lean ideas about management and leadership in our civic roles and even in our families as we think through tough issues.
The Power of Yokoten
I’ve written a lot about yokoten in recent years – the practice of spreading good (lean) ideas horizontally between and across organizations from their point of initial success (“Yoko” means in Japanese horizontal.) It turns out that this is hard, even for the methods and tools needed to create lean value streams. Lean requires practice, even when the theory is clear and simple, and it’s hard to find enough teachers with enough experience and time to lead the cycles of practice needed for sustainable yokoten.
How A Complete Lean Production System Fuels Global Success
In this article prepared for the 2007 relaunch of the seminal book The Machine that Changed the World, co-author Jim Womack correctly forecast Toyota's rise, and identifes the key elements of a dynamic lean production system.
- Learing to See the Whole Value Stream: The Power of Value-Stream Mapping
- Sustaining Lean Goals by Taking a (Gemba) Walk
- Forward to Fundamentals
- Managing to Learn: Part 1 - How Lean Leaders Create Productive Problem-Solvers
- The Power of Purpose, Process, and People
- Lean Management & the Role of Lean Leadership
- Lean Solutions