value stream mapping workshop
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This document discusses value stream mapping and using lean principles to improve processes. It defines key lean terms like value, waste, and value stream. Examples of different types of waste are provided. The document demonstrates how to create a basic value stream map and discusses how optimizing value streams can help remove waste, unnecessary steps, and bottlenecks. It emphasizes starting earlier, working in smaller batches, and empowering teams to continuously improve processes.
value stream mapping workshop
- 1. Value Stream Mapping Using Lean and Agile to Improve Processses
- 2. Angel Medinilla angel.medinilla@proyectalis.com www.proyectalis.com/en/AngelMedinilla (Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...) Twitter: @angel_m (pictures, followers & feedback welcome) <vanity> www.improvement21.com facebook.com/improvement21 @improvement_21 We help people and companies create continuous improvement habits
- 6. How long, you said?
- 7. “All we are doing is looking at the timeline, from where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non- value adding wastes. - Taiichi Ohno
- 8. Lean Principles •Maximize customer value •Optimize the Value Stream •Continuous Flow •Pull Production •Improve everything
- 9. What’s value? •Project - Product - Problem •Customer centricity
- 10. Exercise •In groups of three people that don’t know each other, introduce yourselves, then tell what project you are working on, what product or service your provide, what’s the problem you are solving and for whom •Extra points if you can do that for your company and for you as a professional / individual: what team are you part of? What service do you provide? What problem do you solve?
- 11. What’s Waste? •In short: mostly everything is waste •Muda: Not needed / not value adding •Mura: Unevenness, irregular, unbalanced •Muri: Overburden / irrational
- 12. Can you give some examples?
- 13. How does Waste manifests? •Wrong products •Long time to market / Delays •High costs •Low quality •Frustration and stress
- 14. Waste • Unwanted features / overprocessing • Wrong priorities • Repeated work • Loops • Bugs (before production) • Bugs (in production) • Overload • Unskilled people • Underutilized people • Context Switching / parallelizing • Too much work in progress / excesive workload • Non-automated work • Inadequate technology • Waiting for resources / information / knowledge • Bureacracy / Compliance overkill • Excessive inspection / audit
- 15. Exercise: Waste Poker (30 minutes) • Unwanted features / overprocessing • Wrong priorities • Repeated work • Loops • Bugs (before production) • Bugs (in production) • Overload • Unskilled people • Underutilized people • Context Switching / parallelizing • Too much work in progress / excesive workload • Non-automated work • Inadequate technology • Waiting for resources / information / knowledge • Bureacracy / Compliance overkill • Excessive inspection / audit Rate, Cause, Solution.
- 16. What are (some) causes of waste? • Dependencies • Over specialization • Suboptimization • Lack of empowerment / Trust • Lack of support / development • Wrong / no strategy • No learning • Wrong strategy implementation • Politics • Fear / lack of emotional intelligence • Rewarding wrong behaviors • Noise / interruptions • Handoffs / Touchpoints • Batch size
- 17. Value Stream • Concept to cash • Request / deliverable • System wide
- 19. Notation Non-Value adding time Value adding time Lead Time Flow Efficiency = VAT / LT Queue Process Customer Order Customer Delivery
- 20. Exercise: 30 minutes • Client calls requesting a feature. PO schedules meeting within 1 or 2 weeks (call time: 20 minutes) • Meeting takes place (2 hours). PO writes brief. • PO meets team within next week. Gets initial quotation (2 hours) • PO schedules meeting with client within 1-2 weeks • Meeting takes place. Client accepts (1 hour). PO schedules meeting of client and team for requirements refinement (20 min call). • Meeting takes place in 2 weeks. Refinement takes 4 hours. • During the next 2 weeks, team will work in a final proposal (8 hours). • When the proposal is done, PO will schedule a meeting with the client (1 weeks). Final proposal will be presented and accepted in this 2 hour meeting. • PO will tell team to start development. Team will introduce it in the next Sprint (starts in 1 week). They will dedicate 25% of their capacity during 4 2-week sprints to do it. • Client will come to final demo (2 hours). Refinements and modifications will be discovered. Team will dedicate 25% of their next sprint to them. • Client will come to SP5’s demo (2 hours). Accepts. • Team asks infrastructure department to release the feature into production. They will schedule it on the next release, 1 week from now (4 hours)
- 21. More or less...
- 22. What can be improved? (15 minutes + 5 minute briefing)
- 23. Value Stream + Kanban SelectedBacklog Code Test Done! Design Rdy RdyOn On
- 24. Optimizing Value Streams • Remove waste • Remove impediments (flow!) • Remove unnecessary steps • Start earlier / parallelize • Work in smaller / more frequent batches • Remove bottlenecks (ToC) • Subordinate to the pacemaker and free resources • As a final option, only when all the others have been done, add resources
- 25. How can we solve? • Enforce value maximization, both by communication, rewarding right behaviors and pointing out wrong ones • Enforce long term thinking & planning • Involve leadership and form cross- functional teams • Define relevant metrics • Consider the hidden cost of “not doing”
- 26. Resources
- 28. http://creativecommons.org/licenses/by-nc-nd/3.0/ This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at angel.medinilla@proyectalis.com All drawings and materials in this presentation are CC BY-NC-ND by Angel Medinilla. You are free to use them in the terms of this license.