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Lost People: Magi...
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The Zapatista Reader
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Globalists: The E...
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Karen   Martin
“In most cases, the kaizen bursts should describe the improvement generally (what), not specifically (how). Remember, value stream mapping is a strategic leadership activity that is part of a macro PDSA cycle. Designing and making specific improvements requires a series of micro PDSA cycles and heavy involvement from the front lines. You want those closest to the work designing tactical-level improvements rather than leaders who are too far from the work to determine exactly what should be done to reach a target condition.”
Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

Karen   Martin
“key Lean maxim that should guide your mapping team’s every step is “maximum results through minimum effort.”
Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

Karen   Martin
“Establishing KPIs that are actively managed is a fundamental requirement for achieving operational excellence. The key phrase is “actively managed.”
Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

Karen   Martin
“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

Karen   Martin
“No matter how urgently improvement is needed, how skilled the facilitator is, or how well-intentioned the mapping team is, it’s unrealistic to expect work systems that have existed for years or even decades to be completely transformed in a matter of months. Any consultant who tells you that it’s likely, or even possible, should be shown the door. Change takes time.”
Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

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