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Winner of The Shingo Research and Professional Publication Award!
Align your leadership team to deliver the highest possible value to your customers
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don't understand what's holding them back from achieving outstanding performance.
Value stream mapping--an essential but underused methodology--is a proven approach to help you visualize and resolve disconnects, redundancies, and gaps in your value delivery system. More than merely a tool to eliminate operational waste, value stream mapping is a highly effective means to transform leadership thinking, define strategy and priorities, and create customer-centric work flow.
In this detailed guide, business performance improvement experts Karen Martin and Mike Osterling present a practical way to deeply understand how work gets done--in any environment--and how to design improved work systems.
You'll learn how to:
- Prepare and engage your leadership team in the transformation process
- Gain a deep understanding about your current work systems and the related barriers to delivering value
- Design a future state that enables outstanding performance on all fronts
- Adopt the new design and lay the foundation for continued improvement
Whether you are a novice, an experienced improvement practitioner, or a leader, Value Stream Mapping will help you design and operate your business more effectively. And if your organization already uses value stream mapping, this book will help you improve your transformation efforts.
In today's rapid-fire business environment, there are too many problems to be solved and too many opportunities to be leveraged to operate without a highly effective means for accomplishing the important work to be done. Value stream mapping is the missing link in business management and, properly executed, has the power to address many business woes.
PRAISE FOR VALUE STREAM MAPPING
"Value stream mapping has evolved from its roots as a tool used by geeks to reimagine and reconfigure manufacturing operations to a process to enable deep organizational intervention and transformation. With Value Stream Mapping, Karen Martin and Mike Osterling provide an outstanding guide for practitioners engaged in the challenging work of improving the horizontal flow of value across organizations." -- John Shook, Chairman and CEO, Lean Enterprise Institute, and author, Learning to See
"Despite decades of viewing value stream mapping as the core tool of Lean transformations, there is still confusion. Karen and Mike put mapping in its proper perspective as a methodology for getting high-performing teams to see waste, share a future state vision, and build meaningful actions that are carried out with passion and purpose." -- Jeffrey Liker, author, The Toyota Way
"In Value Stream Mapping, Karen and Mike not only provide a great how-to book for transforming value streams, they also demonstrate the benefits that taking a holistic view can have on an organization's culture and commitment to customer value. There is something to learn for the novice and expert on every page." -- Jeff Chester, Chief Revenue Officer & Senior Vice President, Availity
"Martin and Osterling have written an excellent book that shows you how to do value stream mapping and do it right. Follow their advice and your organization will get the profoundly radical change required to better serve your customers and create unprecedented profits and agility." -- Brian Maskell , author, Practical Lean Accounting
"VSM is often misunderstood and underutilized. Strategically, it can be a Rosetta Stone to help bring disparate organizational silos together and a catalyst for stimulating and prioritizing enterprise-wide transformation. Karen and Mike have produced another terrific guide. Read it, practice it, share it, teach it." -- Steve Bell , author, Run Grow Transform
“Value Stream Mapping is well worth picking up. It's a straightforward user's guide to constructing current-state and designing future-state value stream maps that help you visualize and improve your efforts to flow value to your customer.” -– Matthew May, author of The Laws of Subtraction
- Sales Rank: #8367 in Books
- Brand: Martin, Karen/ Osterling, Mike
- Published on: 2013-12-16
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 6.25" w x .75" l, .0 pounds
- Binding: Hardcover
- 224 pages
About the Author
Karen Martin is president of The Karen Martin Group, Inc., a firm that specializes in business performance improvement and Lean management practices. She's also the author of the Shingo Research Award–winning The Outstanding Organization, an instructor in the University of California, San Diego's Lean Enterprise program, and an industry advisor to the University of San Diego's Industrial and Systems Engineering program.
Mike Osterling provides support and leadership to organizations on their Lean transformation journey. Prior to consulting, Mike played a key internal role in Schneider Electric's Lean transformation during the 1990s. He is the cofounder of San Diego State University's Lean Enterprise program and continues to teach at SDSU and other universities.
Most helpful customer reviews
31 of 33 people found the following review helpful.
Using Value Stream Mapping to get real results
By Brian Maskell
Back in the late 1990′s the book “Learning to See” revolutionized my professional life. With lightening clarity I understood what lean flow was about, how I could learn to see the flow, and then make the flow better through kaizen. Working with Bruce Baggaley, (and help from numerous generous people) we set about “Learning to Count” by radically simplifying manufacturing cost accounting around value streams. These were exciting and creative times.
Now 13 or 14 years later, value stream mapping is everywhere. Everyone talks about value stream mapping. Almost every company I visit shows me their maps. This method has become a standard “lean tool”. Value stream mapping is a great success But …..
When you look a little closer you find this success is not so good as you think. There are many companies that have value stream maps on the wall that have no valid data. It’s common to be shown a current state map with no future state. Or you find a value stream map that addresses just a small part of the flow – totally missing the point. Other times I find beautiful looking diagrams created by powerful MapO’Matic software, but the maps are hidden inside computer systems and not really used for anything; and life goes on without any real vision for flow.
Like most good things, value stream mapping has been watered down and rendered impotent.
Karen Martin and Mike Osterling have written an excellent book that shows you step-by-step how to do value stream mapping and do it right. In their short and readable *”Value Stream Mapping”* book Martin and Osterling have laid out the authentic way to map value streams.
The book starts with defining what value streams are and why we need to map them. Then it takes us through the steps required to create a current state map, develop a vision for future excellence, and then how to map what that future will look like. Most importantly, the authors clearly show how we can create a practical action plan to achieve the lean changes we need to make.
If you follow this book, you will be using value stream maps the right way. The way that gets you the profoundly radical change required to better serve your customers and create unprecedented profits and agility.
The added bonus that sets this book apart is that the authors focus on processes in a wide range of industries and professions. You won’t feel like the maps work in factories but not in my office. Chances are your kind of processes are included in the examples.
I am hoping this book becomes a “lean classic” because then everybody can learn how to see, to understand, to improve, and reap the huge benefits of truly lean kaizen
7 of 7 people found the following review helpful.
Valuable addition the the Lean and VSM literature
By Jon Miller - Kaizen
How does Value Stream Mapping by Karen Martin & Mike Osterling joins the ranks of the best books on mapping and transforming value streams (material and information flow processes across the enterprise). The book differs from others in that it does not focus on the mechanics of value stream mapping itself. Instead the emphasis is on physical, social and logistical preparation around mapping a value stream. For the expert in value stream mapping, this book provides useful advice on how to embed VSM within the management of an overall change effort. For an experienced change leader without background in VSM, this book provides a good overview of its what and why. For the leader who is new to the above, the book provides guideposts for empowering the rest of the organization to take a stab at value stream mapping.
The six examples of current and future state value stream maps included in the Appendices, drawn from the authors' real experience in across business environments as various as Outpatient Imaging Services, Purchasing, Repair Services, Shelving Systems and Software Development, are a valuable addition to the literature.
Much of the "how" in this book surrounds activities peripheral but important to the mapping itself, such as setting the stage, laying the groundwork, defining the charter, forming the team, "socializing" or communicating the charter, and similarly organizing to implement the transformation plan after mapping. For the actual mapping activity itself, useful explanation is provided on conducting value stream walks, filling out data boxes and asking probing questions about the current and future state.
This book will turn many more people on to the power of value stream mapping and give people the courage and confidence to know that there is a way through the confusion and waste of everyday processes.
9 of 10 people found the following review helpful.
Value-Add in Value Stream Mapping
By KDM
In Learning to See by Shook and Rother, I learned how to illustrate a manufacturing process or value stream to illuminate the waste in that process. Keyte and Locher helped me refine the tool and apply it to non-manufacturing environments in The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes. Armed with these basics, I've led many mapping events, and being honest, some were successful while others were not.
Value Stream Mapping by Karen Martin & Mike Osterling is the missing piece that will help me go from how-to-map to how-to-be-more-successful in helping with the continuous improvement efforts in my organization. Learning how to have conversations with upper management, using value stream maps as the vehicle for strategic talks, was an aha moment for me and something I hadn't found in other books.
I would recommend this book to all change-agents, and all mappers (beginners and experienced). For those organizations that have the wall-decorating, unused value stream maps gathering dust, this book will help put the value-add back in value stream mapping.
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