Credits: Govind Tiwari,PhD Value Stream Mapping (VSM) is a lean-management tool used to visualize and analyze the flow of materials and information required to deliver a product or service. It helps identify every step in a process, distinguishing between value-adding and non-value-adding activities. By mapping the current state, organizations can pinpoint inefficiencies, delays, and waste. A future state map is then created to design an improved, more efficient process. VSM promotes better understanding, communication, and collaboration across departments, leading to streamlined operations and increased customer value. It’s widely used in manufacturing, healthcare, and service industries for continuous process improvement.
Post pertinent, merci
Instructif
Your Value Stream should move as a Single Piece Flow, PULLING rather than PUSHING. Anything before Customer Input and Customer Output is not considered.
Nice post Toyota Production System & Lean Hub . Shows lots of valuable info. For my understanding and experience, I would add another one. The whole exercise must be complete with VSD. We do VSM to understad where we are as of today. But to finalize the Lean Way, we need Ideal State, Target State (next year/years) and actions/projects that will bring us there.
Value Stream Mapping doesn’t replace leadership. Yes, VSM highlights bottlenecks. It reveals where time and value are lost. But it doesn’t tell you who will fix it — or how those fixes will actually happen. Without leadership, VSM is just another poster on the wall. I’ve seen dozens of value stream maps – brilliantly facilitated, technically flawless. And yet: three months later, no one follows up. Why? Because no one took ownership. No one brought control back to the process. That’s where I come in: I build the bridge between analysis and action. Between insight and accountability. Between silos and real coordination. Your turn: What came out of your last VSM session — besides a pile of sticky notes?
In many companies VSM workshop is a nightmare for many participants. Some don't understand what are they doing there, some consider it as absolute BS having nothing close to reality. As a result it remains on some flip charts, white boards, in Excel.. waisted time, money in case of external couches, etc. It's not enough just to organize the activity. It's important to make sure all participants understand and believe in it's added value, and after finishing theoretical part - to continue with practical one, keeping Common Sense in priority.
Thanks for sharing
Thanks for sharing
Helpful insight
Manufacturing Executive | Manufacturing Engineering Leadership | Lean & Sustainable Operations – MedTech & Aerospace
1dThoughtful post, thanks