A few days ago, I wrote about the use (or non-use) of value stream maps and, upon re-reading that post, I’m thinking I might have been a bit tough on value stream map users. Don’t get me wrong…I do see many VSM’s that aren’t being put to use. But perhaps I put a bit much blame into my message.
Here’s the thing…making good use of a value stream map takes lots of work. And most of that work is discussion and data gathering. I recently facilitated a series of meetings with one client’s leadership team wherein we updated old current state and future state value stream maps. In other words, the maps were there, we just had to make any adjustments and modifications. The meetings took place over several months. It would have been easy for the leadership team to say, “This is just taking too long and it’s tough to see the end point. Let’s move on to something more ‘productive’.”
As it happened, the work on updating the VSM actually raised energy within the team. They’ve promulgated a series of initiatives and my problem now is making sure the leaders don’t spread themselves too thin….they all want to participate in all the initiatives.
My point is that it’s not so very hard to make a value stream map. Heck, as I mentioned in the previous post, you can get your lean consultant to put one together for you and it will be pretty good. The hard part (and it is hard) is the hours of discussion and deliberation needed to turn the map into action.