6.4 Value Stream Mapping and Benefits

A value stream map is a visual tool that shows all of the activities in a given process and how they are interconnected. It is similar to a process flow diagram, but offers much more detail. In value stream mapping, two maps are developed.

The first is called the current state map, and this is where the process in its entirety is documented exactly as it exists and operates. The second is called a future state map, and this map represents what the process will look like once opportunities for improvement have been implemented.

The end goal of value stream mapping is bringing this future state map to life in your process, but it all begins with the current state map.

The above list provides an overview of the numerous benefits gained from value stream mapping. One of the more surprising benefits to a value stream mapping exercise involves learning what the process looks like and how it operates. It is surprising, because most processes tend to “morph” over time; even though a process might be intended to work a certain way and be drawn up to operate a certain way, the workers using the system adapt their work activities over time. Perhaps they devise a way to parallel process some activities, or know someone in another department that can help them “short-cut” a step or two in the process. Management rarely knows about these adaptations. Thus, it is incredibly important that management and workers together be involved in value stream mapping, so that everyone can achieve a true understanding of the system in its current state.

Another benefit to value stream mapping is that it helps managers understand the ideal pace of flow for a process. This operational pace is called takt time in lean management.

A good analogy is that of a marching band. A marching band consists of various instrumental sections (winds, percussions, etc.), and each section often comprises dozens of individuals. All of the band members together must maintain a formation and progress in unison in a particular direction and at a precise pace. If even one band member speeds up too fast, or slows down, or makes a wrong turn, then chaos ensues! Band members would run into each other and fall like dominoes based on the one errant member. The conductor helps establish this direction and pace; so long as band members follow the guidance provided by the conductor, then they can avoid embarrassing catastrophes on the field.

Takt time serves as the role of the conductor of an organizational process, establishing that very important pace of production.

The marching band analogy points to a key feature of value stream mapping. This tool maintains focus on the big picture; the goal is to optimize the whole, as opposed to individual activities.

Because processes are interconnected systems of activities that depend on one another, it often makes little sense to optimize one activity without considering the other activities around it. In relation to our marching band analogy, we can’t unilaterally redirect the pace of the tubists without also redirecting all of the other members of the marching band. They are an interconnected system and must be managed as such. Ultimately, once it is understood how a process is operating and what the ideal pace of flow should be, then work can go about removing obstacles to that ideal state.