“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.”
Quote by Scopes Trial
“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
“Rather than viewing value stream mapping as just a toll to reduce operational waste, the broader use of value stream mapping as a methodology to transform leadership thinking, define strategy and priorities, and assure that customers are receiving high levels of value is where value stream mapping earns its brightest stripes.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“The primary type of value stream is one in which a good or service is requested by and delivered to an external customer. Other value streams support the delivery of value; we refer to these as value-enabling or supporting value streams.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“The inclination to jump into the weeds and design micro-level improvements before the entire work system - the macro picture- is fully understood, is a key contributor to suboptimization.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation