“In the spirit of respect for people, and as a means to facilitate plan execution, workers who are part of the process or those who will be affected by the improvements must also be aware of the mapping activity and the plan for transformation.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Following this scientific process assures that everyone involved in making improvements is thinking critically and breaking old habits of prematurely leaping to solutions or rushing through execution for the sake of meeting a deadline.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Q: But what do you think that the Bible, itself, says? Don't you know how it was arrived at?
A: I never made a calculation
Q: What do you think?
A: I do not think about things I don't think about.
Q: Do you think about things you do think about?
A: Well, sometimes.”
“When we ask leaders and improvement professionals what the most difficult aspect to making change is, they nearly always say, "Sustaining.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“We cannot empathize this enough: sustaining improvements begins with proper planning, followed by proper execution and management.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Once you've successfully realized the iterated future state, you must have two things firmly in place to sustain it: (1) someone formally designated to monitor value stream performance to assess how it's performing, facilitate problem solving when issues arise, and lead ongoing improvement to raise the performance bar, and (2) key performance indicators to tell whether performance is on track or not (value stream management)”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“In mature continuous improvement organizations, value stream managers are sometimes given responsibility for profit and loss across the value stream”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“We're often asked how frequently a value stream should be improved. The answer is continuously. We understand that's a tall order for many organizations, but continuous improvement is your only way out of a culture of reactive firefighting, which prevents your organization from excelling on all levels.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Learning to see and manage work from a value stream perspective is a powerful way to instill new ways of thinking into the DNA of your organization and achieve higher levels of performance.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“During the three-day mapping activity, the team had numerous discussions about the role of software testing, customer involvement and responsibility, striking the right balance of iterations, and how "minimal" a minimally viable product should be.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation