Pirmin

“If there are no metrics in place, how can you know how well the value stream is performing, let alone if it is getting better or worse?”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

“Companies that have the greatest success with sustained Lean transformation make an up-front commitment that eliminating work won’t result in eliminating people. It’s the work that’s non-value-adding, not the people.”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

“In many cases, simply getting the basics in place across an entire value stream—standardizing the work, building in quality at the source, and installing visual management—can yield significant results,”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

“A common behavior is to feel compelled to start improving the value stream at the micro level and focus on reducing process time. However, an interesting phenomenon occurs when teams maintain a macro perspective: process time reductions become a by-product of addressing the IT systems and barriers to flow at a macro level. The facilitator may frequently need to redirect the team to help them stay focused on the macro and eliminate the easy-to-see waste within the value stream. Going into the weeds (process-level analysis) comes later as you execute the transformation plan and define and document standard work via smaller PDSA cycles.”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation