Pirmin

“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

“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

“If you use freed capacity to lay off staff, it’s a sign of disrespect. You can be assured that employee interest in further improvement activities will plummet and you will be unable to experience successful value stream improvement efforts in the future.”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation

“What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition”
― Karen Martin, Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation