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Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
The first of its kind—a Value Stream Mapping book written for those in service and office environments who need to streamline operations
Value Stream Mapping is a practical, how-to guide that helps decision-makers improve value stream efficiency in virtually any setting, including construction, energy, financial service, government, healthcare, R&D, retail, and technology. It gives you the tools to address a wider range of important VSM issues than any other such book, including the psychology of change, leadership, creating teams, building consensus, and charter development.
Karen Martin is principal consultant for Karen Martin & Associates, LLC, instructor for the University of California, San Diego's Lean Enterprise program, and industry advisor to the University of San Diego's Industrial and Systems Engineering program.
Mike Osterling provides support and leadership to manufacturing and non-manufacturing organizations on their Lean Transformation Journey. In a continuous improvement leadership role for six years, Mike played a key role in Square D Company's lean transformation in the 1990s.
274 pages, Kindle Edition
First published October 25, 2013
426 people are currently reading
1478 people want to read
About the author
Karen Martin
5 books36 followersI've published four business books. Value Stream Mapping is now available for order: www.bit.ly/VSMbk. The Outstanding Organization (www.bit.ly/TOObk), represents my foray into hard cover leadership books. My other two, Metrics-Based Process Mapping (www.bit.ly/MBPMbk) and The Kaizen Event Planner (www.bit.ly/TKEPbk), contain practical tools that support an organization's journey to "outstandingness."
In addition to writing, I keynote frequently and maintain a full client load. For more information, please visit my website www.ksmartin.com and join us on any of the social media sites listed on my home page.
To receive my blog posts, and up-to-date tips, resources and announcements, please subscribe to my list: www.ksmartin.com/subscribe.
In addition to my passion for organizational improvement, I love food and wine, yoga, and power walking along the beach.
In addition to writing, I keynote frequently and maintain a full client load. For more information, please visit my website www.ksmartin.com and join us on any of the social media sites listed on my home page.
To receive my blog posts, and up-to-date tips, resources and announcements, please subscribe to my list: www.ksmartin.com/subscribe.
In addition to my passion for organizational improvement, I love food and wine, yoga, and power walking along the beach.
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Displaying 1 - 30 of 55 reviews
January 29, 2016
## TL;DR
Teaches you about a very useful tool for strategic planning and change, but that's the limit, you need to know Lean principles and how to implement them by yourself, it assumes you got a handle on that, or point you to sources, but that's it. It doesn't diminish the value of the book, but a real implementation will require a lot more research and investment, the execution part at the end of the mapping is the real challenge.
## Opinion
The authors propose Value Stream Mapping as a tool to plan and guide strategic changes for a company, the basic methodology consists of a 3-day workshop split into: current state mapping, future state design, coming up with a transformation plan, one day for each. The workshop participants should be high level executives or people with power to approve and oversee the execution of big strategic changes, middle managers that like to talk and do politics but cannot change anything without permission from above aren't welcome. Before the actual mapping starts the organizers need to scope which value stream will be worked on and gather preliminary data that will support the process, then the mapping starts for real.
The current state mapping on day one is pretty self explanatory, but the way it's done is interesting, because it isn't a white-boarding session with people who have no contact with the real work, instead it consists of people "walking the gemba" (visiting where the work is done), seeing and talking with the folks that actually do the work. After that they retreat to a room to draw what they saw, using a specific notation (which is pretty simple) and adding some metrics to it. With the diagram they have a better understanding of the process, their lead time, process time and "quality", and they go back to the gemba to verify if it's accurate. After that the current state should be close enough to reality and people can share a similar understanding of the situation, share it with people that will support the changes and then go to sleep.
On day two they revisit the scope and the current state and discuss what changes should be made to the current state to achieve the pre-defined goals. This might include removing or adding processes, change the way inspections are made, train people in a different way, etc, there's a suggested list of traditional changes but they aren't very prescriptive, because each situation is different. Once the changes are decided upon the group create a future state map that will reflect the value stream after the changes are made, and add the target metrics that they expect with the new flow. They might go back to the gemba to review it and then show the result for supporting collaborators, and that's the end of day two.
On day three they will go back to the future state map and document the list of changes they expect to make, assigning owners, defining timelines but NOT going into details of "how" they will be implemented, the implementation part is up to the people that will actually do the work, the mapping exercise will provide them with the goals and a vision of how their changes will impact the system. After that the mapping exercise is finished.
As the authors say, after the mapping is when the rubber meets the road, and while they have some prescriptions on how to approach the execution, they are far from prescriptive, they leave it as an exercise for the readers, and that's the "let down" of the book, because the planning part is "simple", if insightful and practical, but I fear that the execution is the real problem. The authors aren't naive and they are aware of this "limitation", and offer some references throughout the book to guide people to learn how to do the rest, but that's it.
The mapping is a good tool, but it's pretty much it, you could use a lot of other planning tools to achieve similar goals, the upside of the book is that they try to persuade the reader to expand their Lean view towards the rest of the organization instead of stopping at the rituals, but they cannot fix things like stupid org charts, disempowered employees, lots of politics and silos, etc. They don't see it as only a tool, but I cannot in good faith say it's more than that.
Read the book to learn the tool and be inspired, but be prepared to research a lot to actually implement it.
## Book notes
### Value
* Value stream mapping is a discovery activity
* Shared understanding of the work, reducing differences in perception, therefore reducing conflicts
* Consensus building around problems
* High level abstraction of the work makes it easier to understand
* High level changes are strategic changes, they more impact than process/tactical ones
* It's a visual storyboard of how work actually gets done
* Helps to eliminate waste work and minimize value-enabling work, focusing on value-added work
### Limitations
* Doesn't fix micro-level process problems
* Focus on strategic changes, if strategy is set its value is limited to understanding
* The implementation part is left as an exercise to the reader
### Observations
* Lots of references to traditional hierarchical structures
* Apparently the focus is to use value stream mapping as a tool for highest ranking executives
* How to identifies the value streams? Apparently they assume it's just figuring out what are the requests and move from there, or it's explained on another chapter
* They also assume that you already know the value proposition of the product and desires of the consumers, they won't help you figure that out
* How to find the right balance between macro and micro level detail? Apparently the "solution" is to get experience
* 3 types of work:
* Value-adding
* Value-enabling (necessary non-value-adding)
* Waste (unnecessary non-value-adding)
* 8 different types of waste
* Transport – Moving people, products & information
* Inventory – Storing parts, pieces, documentation ahead of requirements
* Motion – Bending, turning, reaching, lifting
* Waiting – For parts, information, instructions, equipment
* Over production – Making more than is IMMEDIATELY required
* Over processing – Tighter tolerances or higher grade materials than are necessary
* Defects – Rework, scrap, incorrect documentation
* Skills – Under utilizing capabilities, delegating tasks with inadequate training
* Highlighting the systems used in the process and how the information flow across them seems to be a critical part of the mapping process, probably a lot of insights can be gained from this
Teaches you about a very useful tool for strategic planning and change, but that's the limit, you need to know Lean principles and how to implement them by yourself, it assumes you got a handle on that, or point you to sources, but that's it. It doesn't diminish the value of the book, but a real implementation will require a lot more research and investment, the execution part at the end of the mapping is the real challenge.
## Opinion
The authors propose Value Stream Mapping as a tool to plan and guide strategic changes for a company, the basic methodology consists of a 3-day workshop split into: current state mapping, future state design, coming up with a transformation plan, one day for each. The workshop participants should be high level executives or people with power to approve and oversee the execution of big strategic changes, middle managers that like to talk and do politics but cannot change anything without permission from above aren't welcome. Before the actual mapping starts the organizers need to scope which value stream will be worked on and gather preliminary data that will support the process, then the mapping starts for real.
The current state mapping on day one is pretty self explanatory, but the way it's done is interesting, because it isn't a white-boarding session with people who have no contact with the real work, instead it consists of people "walking the gemba" (visiting where the work is done), seeing and talking with the folks that actually do the work. After that they retreat to a room to draw what they saw, using a specific notation (which is pretty simple) and adding some metrics to it. With the diagram they have a better understanding of the process, their lead time, process time and "quality", and they go back to the gemba to verify if it's accurate. After that the current state should be close enough to reality and people can share a similar understanding of the situation, share it with people that will support the changes and then go to sleep.
On day two they revisit the scope and the current state and discuss what changes should be made to the current state to achieve the pre-defined goals. This might include removing or adding processes, change the way inspections are made, train people in a different way, etc, there's a suggested list of traditional changes but they aren't very prescriptive, because each situation is different. Once the changes are decided upon the group create a future state map that will reflect the value stream after the changes are made, and add the target metrics that they expect with the new flow. They might go back to the gemba to review it and then show the result for supporting collaborators, and that's the end of day two.
On day three they will go back to the future state map and document the list of changes they expect to make, assigning owners, defining timelines but NOT going into details of "how" they will be implemented, the implementation part is up to the people that will actually do the work, the mapping exercise will provide them with the goals and a vision of how their changes will impact the system. After that the mapping exercise is finished.
As the authors say, after the mapping is when the rubber meets the road, and while they have some prescriptions on how to approach the execution, they are far from prescriptive, they leave it as an exercise for the readers, and that's the "let down" of the book, because the planning part is "simple", if insightful and practical, but I fear that the execution is the real problem. The authors aren't naive and they are aware of this "limitation", and offer some references throughout the book to guide people to learn how to do the rest, but that's it.
The mapping is a good tool, but it's pretty much it, you could use a lot of other planning tools to achieve similar goals, the upside of the book is that they try to persuade the reader to expand their Lean view towards the rest of the organization instead of stopping at the rituals, but they cannot fix things like stupid org charts, disempowered employees, lots of politics and silos, etc. They don't see it as only a tool, but I cannot in good faith say it's more than that.
Read the book to learn the tool and be inspired, but be prepared to research a lot to actually implement it.
## Book notes
### Value
* Value stream mapping is a discovery activity
* Shared understanding of the work, reducing differences in perception, therefore reducing conflicts
* Consensus building around problems
* High level abstraction of the work makes it easier to understand
* High level changes are strategic changes, they more impact than process/tactical ones
* It's a visual storyboard of how work actually gets done
* Helps to eliminate waste work and minimize value-enabling work, focusing on value-added work
### Limitations
* Doesn't fix micro-level process problems
* Focus on strategic changes, if strategy is set its value is limited to understanding
* The implementation part is left as an exercise to the reader
### Observations
* Lots of references to traditional hierarchical structures
* Apparently the focus is to use value stream mapping as a tool for highest ranking executives
* How to identifies the value streams? Apparently they assume it's just figuring out what are the requests and move from there, or it's explained on another chapter
* They also assume that you already know the value proposition of the product and desires of the consumers, they won't help you figure that out
* How to find the right balance between macro and micro level detail? Apparently the "solution" is to get experience
* 3 types of work:
* Value-adding
* Value-enabling (necessary non-value-adding)
* Waste (unnecessary non-value-adding)
* 8 different types of waste
* Transport – Moving people, products & information
* Inventory – Storing parts, pieces, documentation ahead of requirements
* Motion – Bending, turning, reaching, lifting
* Waiting – For parts, information, instructions, equipment
* Over production – Making more than is IMMEDIATELY required
* Over processing – Tighter tolerances or higher grade materials than are necessary
* Defects – Rework, scrap, incorrect documentation
* Skills – Under utilizing capabilities, delegating tasks with inadequate training
* Highlighting the systems used in the process and how the information flow across them seems to be a critical part of the mapping process, probably a lot of insights can be gained from this
January 2, 2018
An excellent, practical book about value stream mapping for anyone who already has some training on lean and value stream mapping, but needs deapth and details to help out in implementation of this valuable tool.
August 16, 2018
True, there are not many books about value stream mapping out there and the topic itself tends to be regarded as obscure by many, so this is a good start.
There are lots of insights on how to conduct a mapping activity in terms of contents, questions and planning, but not much guidance in how to actually make this supposed 3-day-long event happen.
As a facilitator, Agile coach and consultant I must say that you really need to be an expert facilitator in order to put in practice the teachings of this book in a realistic way.
The hurdles you go through in real life in order to plan, design and facilitate such an intensive retrospective and prospective analysis call for a strong reduction of the scope for this mapping activity: in real life it will be either a shorter event (one day, not three), or less details (it's unlikely to have in the same room all at once all the people that can detail all those numbers), or a more modest goal (mapping a single segment instead of an entire stream).
The book gives you both a great overviews and all the details you need in order to use the value stream mapping at its maximum capacity, but I would be happy to be able to apply even a 25% of it in a real-world scenario.
That being said, it is a well written book and a good read also for the inexperienced people. I highlighted many passaged, and I believe that as a coach and facilitator it gives you an edge in terms of having an additional tool in your "bag of tricks" – a fundamental one if you really want to implement Lean and Kanban beyond a single team and to the portfolio/strategic level.
There are lots of insights on how to conduct a mapping activity in terms of contents, questions and planning, but not much guidance in how to actually make this supposed 3-day-long event happen.
As a facilitator, Agile coach and consultant I must say that you really need to be an expert facilitator in order to put in practice the teachings of this book in a realistic way.
The hurdles you go through in real life in order to plan, design and facilitate such an intensive retrospective and prospective analysis call for a strong reduction of the scope for this mapping activity: in real life it will be either a shorter event (one day, not three), or less details (it's unlikely to have in the same room all at once all the people that can detail all those numbers), or a more modest goal (mapping a single segment instead of an entire stream).
The book gives you both a great overviews and all the details you need in order to use the value stream mapping at its maximum capacity, but I would be happy to be able to apply even a 25% of it in a real-world scenario.
That being said, it is a well written book and a good read also for the inexperienced people. I highlighted many passaged, and I believe that as a coach and facilitator it gives you an edge in terms of having an additional tool in your "bag of tricks" – a fundamental one if you really want to implement Lean and Kanban beyond a single team and to the portfolio/strategic level.
October 10, 2014
Okay I'll admit it, it's been a long time since I really thought about value stream mapping. Learning to See was one of the first books I read when I started my lean journey. I remember how excited I was learning about the current state and at the aha moment when developing the future state.
Value Stream Mapping (the book) has rekindled that fire! I actually found myself going back to some of my old A3 reports and thinking how much better they could have been if we had future state map to work to.
Value Stream Mapping (the book) has rekindled that fire! I actually found myself going back to some of my old A3 reports and thinking how much better they could have been if we had future state map to work to.
May 8, 2017
If you dislike those books that tell you what to do in principle but don't tell you how to do it, this book is for you. It goes into explicit and exquisite detail, with examples in the appendices.
It's the sort of book for those who have an efficiency problem in their organisation and have the authority to change it, or for consultants hired by those people.
If you're not in either of those two groups of people, this will be of academic interest only.
Given that, it is superbly well written and informative. A keeper
It's the sort of book for those who have an efficiency problem in their organisation and have the authority to change it, or for consultants hired by those people.
If you're not in either of those two groups of people, this will be of academic interest only.
Given that, it is superbly well written and informative. A keeper
September 8, 2014
Very good introduction about value stream mapping. The book explains how to create the current and the future state, as well as the transformation plan to address the improvements. It's important to note that the value stream mapping is a strategic tool whereas the process-level mapping is a tactical tool. If you already know the basis of value stream mapping I think this book will not bring big news.
November 22, 2016
Lots of great ideas for mapping improvements.
August 14, 2018
Karen and Mike point out that viewing your organization's value creating processes as Value Streams gives a holistic understanding about how the chain of value-creation is working with the goal to deliver the best value to the organization's customer. This holistic view is needed to achieve the best possible improvements for the customer and the organization likewise rather than optimizing silo-focussed process optimization.
The structure of the book follows the path for conducting Value Stream Mapping activities. Each chapter can be seen as a manual for how to do the next step, what to consider and whom to involve. Since they suggest to conduct the serious of events in a short time frame (ideally three days in a row), I would advise to read throught the entire book before starting with Value Stream Mapping.
Interesting aspects, which are higlighted throughout the book include
- that Value Stream Maping as a tool can help to produce immense postive results on holistic improvements on Value Stream level if all activities are done well prepared and the organization keeps their priorities, focus and discipline to implement and manage the Transformation Plan
- that they discovered that there is a "direct link between results and the degree to which the executive sponsor remains visibly engaged"
Described key success factors include
- Focus on one Value Stream at a time, not all
- Prepare carefully
- Socialize the Value Stream Mapping as a methodological tool, the event's working results and especially the Transformation Plan progress
- Gain consensus from relevant people
- Conducting regular Plan Review Meetings
The structure of the book follows the path for conducting Value Stream Mapping activities. Each chapter can be seen as a manual for how to do the next step, what to consider and whom to involve. Since they suggest to conduct the serious of events in a short time frame (ideally three days in a row), I would advise to read throught the entire book before starting with Value Stream Mapping.
Interesting aspects, which are higlighted throughout the book include
- that Value Stream Maping as a tool can help to produce immense postive results on holistic improvements on Value Stream level if all activities are done well prepared and the organization keeps their priorities, focus and discipline to implement and manage the Transformation Plan
- that they discovered that there is a "direct link between results and the degree to which the executive sponsor remains visibly engaged"
Described key success factors include
- Focus on one Value Stream at a time, not all
- Prepare carefully
- Socialize the Value Stream Mapping as a methodological tool, the event's working results and especially the Transformation Plan progress
- Gain consensus from relevant people
- Conducting regular Plan Review Meetings
July 29, 2019
Karen Martin provides excellent guidance regarding the purpose of the value in and her approach to value stream mapping. Specifically, there is excellent blow-by-blow guidance regarding the steps in Karen Martin's lead up to and execution of her three full business day process.
Challenges that the reader might face include:
1) Getting their enterprise leadership's cooperation to devote so many resources for the full month lead-up to and the three full days for the current and future state mapping exercises, and the following, ongoing action plan execution. The cost of NOT doing it is the most compelling answer, but persuading them of this truth will be a challenge.
2) Establishing the enterprise leadership's patience with this activity when the skills at doing it are initially non-existent, and the cost of it is high. If you hire consultants to lead it, do you learn it? Maybe some. If you do it yourself, will the org embrace the risk of mediocre results for the first or second attempts?
Challenges that the reader might face include:
1) Getting their enterprise leadership's cooperation to devote so many resources for the full month lead-up to and the three full days for the current and future state mapping exercises, and the following, ongoing action plan execution. The cost of NOT doing it is the most compelling answer, but persuading them of this truth will be a challenge.
2) Establishing the enterprise leadership's patience with this activity when the skills at doing it are initially non-existent, and the cost of it is high. If you hire consultants to lead it, do you learn it? Maybe some. If you do it yourself, will the org embrace the risk of mediocre results for the first or second attempts?
September 3, 2023
Good book (and the seminal work) about the process of value stream mapping in an organization. Having done just a bit of value stream mapping, I can say that this process can indeed have the strategic effects the book claims. It demonstrates how organizations can map out their Operational Value Streams to see (literally) the process from end to end, along with key metrics showing the performance of it. Communicated well, this can then create alignment across the organization on the need for change, which then provides opportunity and buy-in from the also-generated future state map. Had I not already been fairly familiar with this process, I might have given it 5 stars, but since I was, I only found a few nuggets of insight into how to do this more effectively.
December 10, 2016
This is a great book in the sense that it is very pragmatic and prescriptive. This is what you need if you are a beginner; first you stick to a prescribed process and as you gain insights you can start to tweak it. The book doesn't stop with the prescription however, it also offers multitude of insights which give you context and also allow you to be one step ahead in terms of what behaviours and reactions you can expect from your stakeholders and how to angle your effort to assuage their objections.
The only bit I found lacking for a beginner like myself if the actual mapping itself; the technique, the vocabulary, the symbols etc. That you will have to find somewhere else.
The only bit I found lacking for a beginner like myself if the actual mapping itself; the technique, the vocabulary, the symbols etc. That you will have to find somewhere else.
December 12, 2022
Good book about lean and value improvements.
The book is concise and can provide good insights for people willing to optimize enterprise ways of working.
I could relate a lot of concepts to the agile ways of working on software development. As a result, it gives me a wider perspective and allows me to connect the dots between lean, agile and value stream improvements in general
on the con side, the book is maybe too much focused on facilitation tips that are very tactical if you need to run a concrete 3 days workshop. I found these pieces a little less interesting.
But great book in overall and wroth reading
The book is concise and can provide good insights for people willing to optimize enterprise ways of working.
I could relate a lot of concepts to the agile ways of working on software development. As a result, it gives me a wider perspective and allows me to connect the dots between lean, agile and value stream improvements in general
on the con side, the book is maybe too much focused on facilitation tips that are very tactical if you need to run a concrete 3 days workshop. I found these pieces a little less interesting.
But great book in overall and wroth reading
February 25, 2018
Lots of words but not enough meat
I really thought I'd get more from this, but there wasn't much there. The last section on introducing changes, in particular, was thin. I had been hoping for more prescriptive guidance on how to identify and design value streams, but ultimately this felt like a very heavy-weight set of activities around a very macro-view of an organization's flow. Maybe I'm just not deep enough into this kind of work to "get" what the authors were talking about though.
I really thought I'd get more from this, but there wasn't much there. The last section on introducing changes, in particular, was thin. I had been hoping for more prescriptive guidance on how to identify and design value streams, but ultimately this felt like a very heavy-weight set of activities around a very macro-view of an organization's flow. Maybe I'm just not deep enough into this kind of work to "get" what the authors were talking about though.
March 30, 2020
Good tips and insights about VSM, I liked setting a date for the future VSM and the VSM walks. The book however could need some restructuring, it is full with cross references and valuable information about a certain topic scattered throughout the book. It may also have benefited from one "theory" part and one "workshop example" part, now everything was mixed up. And the constant use of the word Remember, is weary for the reader.
August 12, 2020
I really like the value stream concept in applying a focus on customers and cutting across the silos. This works well along side with the management of constraints.
The lead time and perform times are a key part of this mapping exercise. Being able to get these numbers across the whole organization looked almost like a magical part of this book. So, lots of planning and getting to the right people.
The appendixes are great as they provide some good examples of actual value stream maps.
The lead time and perform times are a key part of this mapping exercise. Being able to get these numbers across the whole organization looked almost like a magical part of this book. So, lots of planning and getting to the right people.
The appendixes are great as they provide some good examples of actual value stream maps.
January 19, 2021
Value Stream Mapping is probably one under utilised or misused Lean improvement tool. In this book, authors have clearly layout the key steps to prepare, execute and follow up on VSM. Fair amount of detail and tips are shared. Reasons for doing are clearly explained. One wish I would have is a separate chapter on a real life case study which covers the scenario, progress and challenges. Overall, a great book if you would like to learn and apply VSM in the organisation level.
March 22, 2022
A very practical and actionable book without a lot of filler. I was expecting it to focus more on techniques for mapping the value stream, vs guidance on how to structure meetings and build consensus through active participation, but I found that aspect very helpful. It doesn't matter how good the plan is if the stakeholders weren't part of the conversation and didn't take an active role in shaping the future state.
November 11, 2019
This book largely documents a workshop format for doing Value Stream Maps. It improves on Learning to See by showing you what you need to do to gather the information needed to build the current and future VSM.
The workshop description is a bit of a double edge sword - yes, it shows how to do it, but it also gets stuck in a feel of sales job for the workshop.
The workshop description is a bit of a double edge sword - yes, it shows how to do it, but it also gets stuck in a feel of sales job for the workshop.
November 25, 2020
One of the best resource about value stream mapping that I’ve found so far. It really clear all aspects doubts that I need to know because other author’s lack of authority on the subject. This is perfect for finding techniques for process discovery and mapping. The book is a little repetitive and sometimes boring. But one may consider that it describes fundamentals, process and examples.
March 15, 2021
Understand before you transform
Value Stream mapping, transformation charter, transformation planning is the foundation for any initiative. This book provides a how-to to establish this baseline.
My first success with agile development used a value stream map to identify how to best apply that dynamic method.
Value Stream mapping, transformation charter, transformation planning is the foundation for any initiative. This book provides a how-to to establish this baseline.
My first success with agile development used a value stream map to identify how to best apply that dynamic method.
June 21, 2022
Great book , with excellent insigths , showing that the value Stream mapping activity is an strategic level action that creates a holistic view of the business in the organizations and also contain several different examples of VSM applications using mainly support and transactional processes for different types of industries.
August 18, 2024
This book offers a brief introduction to value stream mapping, assuming you’re already familiar with Lean concepts. I enjoyed it because it’s short, to the point, and packed with examples. However, it doesn’t dive deep into the implementation side of things, so you’ll have to figure out how to apply these ideas to make a real impact in your organization.
May 13, 2019
Way too many words for a small amount of content
Had the book been a third of its length i might recommend it to people interested in grasping value stream mapping. As it is it is far too long winded and extremely repetitive.
Had the book been a third of its length i might recommend it to people interested in grasping value stream mapping. As it is it is far too long winded and extremely repetitive.
November 8, 2019
Great overview of continuous improvement and value stream mapping for current and future states. Samples and examples varied from office to service to b2b industries and are all transferrable and relatable.
October 17, 2017
Ez olyan könyv, amit minden vezetőképzésben kötelezővé tennék.
September 24, 2018
A bit heavy, but comprehensive on the subject
November 1, 2018
Really good for a deep dive on doing VSM. I was looking more for overview and this helped, but was a bit more detailed than I needed.
November 11, 2018
Too much of fluff, could have been a 50 page book
January 31, 2019
Practical book 👍
July 26, 2019
Good book. Great ideas for truly transformational business activities.
Displaying 1 - 30 of 55 reviews