Value-Stream Mapping

To properly execute the change, the organization needs to take aim at the activities or projects that will be necessary to achieve their goals and objectives. Value-Stream Mapping is a technique that enables an organization to understand their current process, distinguish value from waste in the process, and envision the future state after the waste is removed. The gaps between the current state and the future state form the basis for an implementation plan.

Foundations

There are some fundamental tools that support a successful lean implementation and should be initiated as early in the process as practical, including: an employee involvement culture, workplace organization (5S), etc.

Update Operations Strategy

Assuming the Lean activities are well underway internally, most businesses will begin to look externally, often called the “Demand Driven Supply Chain”. It is time to look more closely at marketplace expectation, marketplace demand trends, and changes to the supply chain. As we do this, many more people need to understand Lean fundamentals and how to look at Lean from many different perspectives. Internally, many other functions need this education including Procurement, Finance, Engineering, and Sales and Marketing. Also, since we will likely be collaborating with trading partners, our trading partners need this education as well unless they are already on a Lean Journey.

Value Chain Mapping

We are now expanding our Lean vision to include key trading partners. The Value Stream Mapping approach remains valid but now we include critical process of our trading partners. It is not necessarily true that we are only focused on having our partners change, often, we can see additional opportunities to be “a better supplier” or be “a better customer”. The whole Value Chain is quite integrated and we are looking for ways to better “synchronize” all processes.

Project Management and Execution

As we did internally, now we have identified opportunities to make the whole Value Chain operate more effectively. We may discover opportunities to “see” demand sooner and flatten out variability. We may see approaches to reduce lead times in the supply side of the business or improve responsiveness or quality. In almost all cases, we are looking for “win-win” projects.

As we take this journey through the “Path”, we cannot ignore the various Planning systems that are in place that can and will influence our success and sometimes change priorities. By integrating Lean with these planning systems, we can insure our priorities are aligned and be prepared to make mid-course corrections if business conditions change.