Value Stream and Process Mapping: When You Opt for Each

hello everyone thank you so much for those of you who registered for this webinar and thought it was going to be last week thank you so much for rescheduling as you can hear my laryngitis still isn’t my voice doesn’t back a hundred percent but it’s good enough I think we could go ahead and do over webinar today what I would like to do though is since I’m a little raspy if you could please use your hand icon on the go to webinar control panel and raise your hand if you can hear me loud and clear please there you go great great great thank you so now you have practice raising your hand and if you want during the question-and-answer period at the end to ask a question verbally which I would love please feel free to raise your hand otherwise you can ask your questions throughout the webinar in the question panel and you can write them out and then we’ll take them primarily at the ends there may be a few I take in the middle of the webinar if they’re you know super relevant to what I’m talking about write that in there and I don’t want to move on but otherwise we’ll take Q&A at the end for the last 15 minutes or so I’d also like to welcome this is the largest attendance we’ve ever had and we have people at least as of 6 o’clock this morning Pacific time we had people from 39 countries registered for the webinar so thank you so much and welcome to all of you I know it’s very early and very late for some of you so thank you for attending live that’s always fun because then you can ask questions real-time what I’d like to do today is start with just a quick overview because we have quite a few new people I see some old friends on but I also see quite a few new names and faces that I haven’t seen on the webinars before so just a quick description of who we are and what we do and you know why it is I’m so passionate about these two different types of mapping we’re gonna hear about today we help clients in all industries so we are not industry specific people the team has expertise in quite a few different areas and most of us have had experience in all industries but some of the team are especially specialized in health care for example or oil and gas and we help any kind of a situation where the company wants to improve I know that’s kind of generic but if they an internal staff and they want to just you know get deeper proficiency and their internal improvement teams we do that if it’s a client that it’s starting from the very beginning and wants to transform the organization into a high-performing lean management type organization we do that and we do everything in-between so we’re pretty broad spectrum in what we do we do work globally so I just booked some engagements next year in Kuwait and Turkey and Australia and we have a very large engagement in Bangkok right now I also personally am an author and speaker several people on the team have written books these are the four books that I’ve had a hand in and I want to mention in a minute that metric space process mapping is the most expensive of my books and I’ll explain wineries in a minute but it’s on sale right now through CRC press which is our publisher so all of its just through the end of the year it’s an expensive book so this is a great time to grab it if you have any interest finally I wanted to mention excuse me that we do have a monthly newsletter and i occasionally blog i just finally released my first blog yesterday after a year of no blogging and so if you’d like to subscribe you know we we don’t do a whole lot of marketing it’s just really content rich and trying to help people learn how to be more effective as leaders and improvement professionals also after the webinar if you’d please provide feedback you know we are continuous improvement freaks here at the karin martin group we practice what we preach and we’d love to hear as much detailed feedback from you as possible about the webinar itself for those of you who are new to the webinars we do upload all the materials afterwards on our SlideShare site i also just tried an experiment today for the first time I uploaded the materials to GoToWebinar so you should be able to see a PDF icon somewhere on your control panel and you should be able to download the materials straight from there and if you can’t see that can’t find it the materials are also on our website which is KS Martin comm forward slash materials they’re there right now it’s only the full page slides for today recorded webinars if you want to pass us on to any colleagues or leaders there are four different places our website and three social media places and you can also join us on social media all right I think oh one more thing I want to mention as far as of the upfront activities and announcements on our webinar website for those of you who haven’t been on the new site it now is content specific or topic specific so you can click on a topic and it’ll bring up just those webinars that are cover that topic so it’s helpful if you’re looking for something very specific I also want to mention that on January 21st next year we have a great webinar starting that kicking off the new year with Dan Markovitz who wrote a fantastic

book called building the fit organization so Dan’s gonna be the guest host I’ll just present you know just introduce him and then he’ll do the bulk of the presentation on January 21st so we hope you’ll join us with that and then finally the ceylon metrics based process mapping is something our publisher has done it’s typically over a hundred dollars because it has a CD or if you download the electronic book then you email us and we send you a an email excel tool that’s very very extensive it’s a it’s Mack Road to the hilt as I say it’s a documentation tool it also auto calculates results so that’s why this book is so expensive but this is a great time to get it on sale for eighty seven ninety six we didn’t even know that they were doing this sale just learned about it so take advantage if you’d like alright so today we’re gonna learn the similarities and differences between value stream maps and metrics based process Maps now one thing it’s been interested since Mike and I released our value stream mapping book metrics based process mapping released back in 2008 we’ve been learning a lot about how much confusion there is out there about these two different types of mapping so I’m hoping to clear that up today and the content today isn’t exactly linear there is kind of like putting a jigsaw puzzle together so some of your questions might be answered a little later in the webinar you might want to hold off a little more than you might normally on your questions because it’s uh we’re gonna put a piece of a puzzle put the pieces of a puzzle together the other thing I want to talk about is you know trying to be as clear as possible under you know under which circumstances are you going to be selecting which type of map which sets of conditions which goals how will you decide what level of mapping you need and then finally tips for successful mapping of any level whether its value stream mapping or process level so you’ll see here on the first slide this is a summary slide and it’s a very busy summary slide of some of the similarities and differences I’d like to ask you not to read it right now because what we’re gonna do is go through each one of these one by one but I just want to point out that you do have the summary slide available for you to come back and refer to and hopefully you’ll have conversations within your organization about some of these similarly similarities and differences and to try to get everyone clear okay so let’s start first with what the purpose or what the expected outcome is for each level of mapping so you’ll notice here that it says strategic for value stream mapping strategic improvement plan for metrics based process mapping a tactical improvement plan there’s a big difference in setting an improvement strategy and jumping straight into actually making improvement strategy is necessary if you need to get leadership aligned around a planned approach and if you’re not tying your tactical level improvements to a strategic plan you have a bit of a risk of sub optimizing or going down a path that a leaders gonna pull a plug on there’s all kinds of stalling effects that it can have if you don’t have a strategic improvement plan to begin with so it really gets down to what problem are you trying to solve and you know it’s we’ve been at the problem solving you know we’ve been talking about problem solving very intensely since 2008 and of course forever before that but intensely since the 2a3 books came out in 2008 in the improvement community there’s been a real emphasis on problem solving and and yet you know here we are almost eight years later and there’s still just a propensity of confusion out there and lack of defining a problem upfront before trying to figure out which mapping technique you need so you’ve got to start with what problem you’re trying to solve in order to have any you know chance of selecting the right tool so when we talk about a problem you know just to be clear on what what I mean you know what the improvement community means by the word problem is it’s you know nothing more nor nothing less than a gap between where you are and where you’d like to be so you don’t have to think of a problem as something that’s you know earth ending and you know very very urgent necessarily it could can be but it’s also just a gap between where you are and where you’d like to be so there needs to be either you know some sort of target that you’re going toward or a known standard that you’re going to and you then you define where you’re at and that helps you you know figure out where your gap is and how large it is now if you’re looking for a strategy then you’re gonna choose value stream mapping if you’re looking to jump to tactics you’re gonna be looking at more process level mapping the team that you select to do the actual mapping matters a lot and some of you probably saw with social media I was being quite provocative late

last week and really this week by saying if you have frontline people in your value stream mapping team that’s just wrong and I will stand by it you can have a rare frontline person on a value stream mapping team and I mean rare because the types of discussions the types of decisions that are being made in value stream mapping are not the types of decisions that frontline people are even capable of making in most cases so I’ll explain a little more as we go on but I do see people calling things value stream maps that are really process level maps and I’d love for us as a community to get clear on what we’re doing so value stream Maps need to be leadership heavy the teams and metrics based process Maps or any kind of process map needs to be frontline heavy the people who do the work are the experts and in both cases we all explain how you get leadership involved and engaged in process level work and how you get frontlines engaged in value stream level work so just hang on and we’ll cover all of this so think of it this way when you think about an organization and if you think about it in kind of a more traditional sense there’s a hierarchical you know arrangement and you know we still have majority of the organizations in the globe are still arranged somewhat hierarchically like this even though there’s a movement to flattening and and matrix organizations they more or less function hierarchically and if you think about the number of different people from the top person down to the front lines everybody has a different role in responsibility in the organization so just like we don’t want c-level and vice-president c-level leaders and vice presidents to be mandating and dictating how someone does their tactical work at the front lines we also don’t want front lines necessarily determining strategy when they don’t really see the big business picture they’re not in a role in order to be able to see the big business picture to decide what needs to happen strategically for an organization so value stream mapping typically you have people at the pretty high levels of the organization now when we work with very small companies or midsize companies the mapping team may even have the CEO on it or general manager or someone at the very very very very high level I’ve even had a board member on a team for a smaller organization when you get to a fortune 100 company it’s unlikely that you’ll have anybody c-level not impossible but unlikely it’s probably going to be more VP and director level that occupy those seats just because of the scope and size of that organization so on the other hand when you jump down to process level the people that you know process improvement is a tactical activity so the people that need to be involved in it are the people who are closest to the work who don’t need to be thinking about the bigger picture and market share and you know which which geographic areas we’re going to move to and which products are gonna selling and which ones aren’t which are profitable and which ones aren’t you know they’re they don’t have to make those kinds and should not be making those kinds of decisions so that’s where the front lines are involved and engaged at a tactical level and again we are gonna tie these two together now let’s talk about when you create these maps so I’m going to tie together the perspective of the map the timing for creating those maps now this is something that is kind of um it’s one of my bugaboos so I have a couple things I hear over and over and over out there that I go I know and this one is I hear people talking all the time about doing value stream mapping in a Kaizen event so for those of you who are new to Kaizen events that’s a two to five day typically it could be a little shorter it’s typically two to five day focused activity with a sequestered team with clearly defined objectives and they’re going through a full plan to study a just cycle from identifying what the point well that problem is identified it from but from identifying the root cause or causes of the problem through to you know brainstorming on possible countermeasures or solutions to testing designing and testing a possible countermeasure solution to adjusting it if they need to to full rollout so you are making an actual improvement and rolling it out within that two to five days value stream mapping is strategic let me just repeat that again value stream mapping is strategic Kaizen events are tactical you would not do value stream mapping in a Kaizen event activity because you need a different team so value stream mapping is precede any type of Kaizen event if you’re going to use those or just traditional projects which just do it’s any of those things it precedes that and in my opinion an experience it needs to precede it by many weeks because once

you get a value stream map of future state designed and you have a transformation plan it takes a while to get a Kaizen event plan to get the right people on the team scoping etc so it’s typically four to six weeks prior to a Kaizen that would be the earliest you would be doing a value stream map or the the most recently you’d be doing a value stream map process level mapping can be done as a standalone activity or it can occur during a Kaizen event when we determine upfront that we’re going to need to do process level mapping and it’s going to require both current and future state phases of mapping then archive events to be four and a half to five days because it could be up to two full days depending on scope and the complexity of the process it could be up to two days just to get the mapping done so you need a little more time to design the countermeasures test them or tweak them if needed and then implement and roll it out within that Kaizen event so proceed value stream Maps during process Maps or process maps can also be standalone activities that are just part of an improvement cycle or project now the macro level view of value stream maps is that they’re interconnected processes so you’re connecting processes together on a value stream map on a metrics based map or a process level map it’s a micro view of the work and you’re looking at the steps within each process so you see that you’re starting to see the difference hopefully between process level and step level let’s look at a visual so if you think about the granularity of work from high to low or from macro to micro you know many of you are familiar with a term value stream so for those of you who aren’t a value stream is a full cycle of work or interconnected activities all the way from a request or an order to delivering on that order and in today’s world we’re actually defining value streams even more broadly than that to sometimes including all of the upfront product development pieces for example and the downstream revenue collection or billing and collections and that type of thing so value streams can be very large it can even extend all the way in to an extended supply chain and so and it can even extend the other way toward you know product oh my gosh I’m blanking on the word pulling product from the marketplace uh someone help me you know it’s it’s it’s oh you’re you’re getting rid of it it’s uh I’m blanking on the word when you’re taking product out of the marketplace but anyway and so value streams can be very very large within those value streams are a series of processes many processes are residing reside within different functional areas or different departments not all but many do so if you think about is obsolete thank you making it working toward product obsolescence Thank You Oscar so when you’re looking at processes very often you’re looking at different functional areas again not always but definitely work teams within functional areas or departments and then each process has a series of steps now I don’t suggest here that there’s only three levels of granularity there’s actually a continuum of granularity and there are some you know some needs some problems to be solved that kind of fall in between a value stream map and a process level map and you can choose either methodology to use for solving that problem but you just still need to be kind of still follow the rules of each of the kinds of maps and just change your level of granularity that you’re you’re looking at so for example you know when you’re looking at a value stream it may be that that’s the problem that’s being defined up front is that the value stream needs to be improved maybe it’s a lead time problem and customers are not happy with delivery cycles or the competition is able to deliver more quickly maybe it’s a quality problem there’s been regulatory concerns it could be that you’ve got a series of new growth opportunities and you’ve got a shrink the process time or the touch time with cycle time however you define it of the work itself because we need to free capacity in order to be able to absorb additional work there may be a number of drivers to look at an entire value stream it could be that the problem is far more micro and it’s just a matter of there being an error that’s being passed from one area to another one and you need to take a look at the way the work is being done and the steps in the work and that’s when you might look at a metrics based process map so another way to think of it is it could be so take a look at this photo it’s an aerial view of a freeway or a highway system and it could be that the decisions to be made or you know do we have enough exits do we need more exits or the exits jammed or the Exxon’s you

know are the entrances and the exits off the highway cars if you look at it at this very very high level you notice all you can see are dark little marks for each vehicle we can’t tell if they’re cars or trucks necessarily we can’t tell if it’s a car with its red or blue we can’t tell whether it’s a you know a like a camper or a truck trailer we really can’t tell that level of detail and we don’t need to if all we’re trying to decide is whether or not we’ve got good flow or not and what to do about it if we’ve got bottlenecks and that type of thing or we may see that there is you know some kind of an accident that’s occurring regularly and it’s tying up freeways and all we need to do is look at a high level at that accident we may or may not need to drill down and a lot of people suffer from this feeling like they have to know everything when they start down solving the problem but you can’t it’s not realistic to know everything when you first start down the path of solving a problem you have to be true to the problem-solving process and let each of the clues lead you to the next step so some of you’ve heard me say this before it’s like solving a murder you know you don’t have a clue who did it or why when you start when the investigators start you’re looking at a murder they don’t necessarily have anything to go on they may or may not have a weapon you know and so they’re just following each lead and taking the lead wherever it goes and sometimes it’s a dead end and sometimes it leads them to the person who commits a crime problem solving in the business sense it’s very very similar and we try to predict too much too quickly in too early what the outcome is gonna be instead of just relaxing and letting the process take care of itself so again you know what problem are you trying to solve is it a macro level problem or is it a micro level problem so here’s another example of that let’s say that we’re looking at the software development process I’m sorry software development value stream the value stream could have you know three major chunks to it I’m not suggesting these are the number of blocks in a value stream map but three major chunks to it could be negotiating the contract especially if it’s custom software that’s being developed and then it could be some sort of order and three your order management piece of the value stream and then there’s the whole software development or configuration piece and then delivery to the client and a value stream level that may be all you need to know and you may need to have you know a few more blocks other than that but it may be that you’re looking at just the delays between each stage of the value stream or it could be that the contract negotiation area has already been identified as the problem area and you may need to drill it down into the process level of excuse me of looking at each of the component steps like negotiating the pricing and then go through an approval cycle negotiate the terms with terms and conditions and then go through an approval cycle and then execute the contract between both parties and it could be you need to go even more granular than this so there might be something in the process when you get into the negotiate pricing there could be five different hands in the pricing negotiation and it could take you know four months to get a price negotiated hopefully not in the current state but it could be and it could be you have to drill it down even further so again you have to start with what problem are you trying to solve in order to determine which level of granularity you need to be at here’s one last example and that’s the hiring process just again to get clear on process versus value stream and steps vs process so it’s a value stream level we might call it the hiring process or some people call it the onboarding process within the hiring process there are you know three major chunks and you could break these down into five chunks if you’d like there’s a recruiting phase a selection phase and an onboarding phase you meaning that they actually arrive at work and they start getting oriented and you know on-the-job training occurs etc so it could be that you’re looking to just get better flow at that high level or it could be that looks I’m sorry it could be that you’ve got process level problems so if you look at recruiting you know there’s right the Job Description posting it internally posting it externally and then each one of these even has multiple steps so again there’s you know multitude of levels within any one value stream and you have to decide what problem you’re trying to in order to find the right level to be up so just reminder it has to start with what problem you’re trying to solve I have had Oh two or three calls in the past month with companies saying you know we want to learn value stream mapping and they’re you know trying to figure out a value stream to apply it and I applaud the effort to learn mapping but I’d far rather how them

start with the problem and and have it be a problem that happens to need nice tree mapping so they can learn that as well it’s it’s hard to force fit tools or methodologies into a situation that may not warrant them okay next the physical look is different and this is probably one of the easiest things to grasp is when you look at a map you can tell whether it’s I call it value stream leaning or process leaning so let’s take a look at the at the difference value stream maps typically have a circular loop in them there are rare times that you don’t have a loop because it’s just a value stream segment but if you do if you map a full value stream you’ll typically have some sort of request coming in from a customer and then you have delivery on that request so there’s a completed loop from order to delivery a request to receipt quote to cash cradle-to-grave whatever you want to call it there’s a closed loop and the beauty of value stream mapping and the power behind it is that you can see the entire cycle of value delivery on a single sheet of paper and most of the time in most organizations there is not one person not one until you go down the path of value stream mapping that can clearly identify even at a macro level what the series of activities are to deliver value to a customer and that hampers an organization big time when you’ve got people in decision-making modes that don’t see the interconnectedness of all these different areas and they they don’t know what the flow is even at a high level how can they possibly make good decisions especially operational decisions but not exclusively operational decisions so this is another reason why you want to have this stacked heavy with leadership and high as high as possible when you do value stream mapping because that you know I hear this I just heard it yesterday in a planning call well we don’t know the process first of all you don’t need to know the process in order to be on a team and I’ll explain that in a minute about you stream mapping team and secondly that’s exactly why you should be on the team because leaders do need to have visual you know awareness of how work flows or doesn’t flow across the organization so a basic value stream map taking a look at something a little less intimidating than that real value stream map we just saw here’s a customer of some sort it could be an internal customer but oftentimes it’s external and they’re making a request and then they’re you’re delivering on that request and what you see in most value stream maps is three distinct sections there is an information flow section how do people know what to do and when to do it who tells whom to do what what systems IT systems and applications is each of the far the processes are they interfacing with which system talks to each other system and which systems are standalone is a redundant data entry and redundancy in these systems so it’s all the information flow piece which we typically don’t get into at a process level then there’s the middle section which is the work flow itself the handoffs this one happens to have five serial or yeah five serial process blocks you can also have process blocks in parallel so if you go back to this complex one you see here we had you know it’s a couple different steps here where there was work being done in parallel and in this particular map they’re color-coded for functional areas which I often do so you can see the bounce back and forth Bing Bing Bing Bing Bing back and forth two functional areas a little easier to see when you’ve got color coding so you can have them serialize you can have them in parallel a little bit what you don’t have on a value stream map is branching you can have a tiny bit where it goes one direction so it could be the process one here which is block two goes to number three which is processed to maybe you know 80% of the time maybe 20% of time it skips over to and goes straight to block 4 process 3 you could have a little bit of that but not a lot of that and it has to still be within scope and then the final section is the timeline so there’s always a timeline on a value stream map they can look different ways some of the classic timelines have lead time preceding the process block for that block and then the cycle timer process time at the in the trough of this square wave style timeline we happen to put them stacked because in many cases you know working in the office environment especially excuse me there are not only just delays between the blocks there’s actually delays occurring within the blocks so we just put the full lead time together and then there’s oftentimes some sort of summary metrics to show you how the value stream is performing at a macro level so when you look at order to cache value stream map this is now getting into why do we need leaders on the team

again if you aren’t convinced yet why do we need leaders on the team well here is a current state of a real this is a real value stream map for a manufacturer and it’s ordered to cache and we’ve got a whole sales cycle piece up front and then we’ve got production and we’ve got shipping and then we’ve got revenue collection so if you look up here in a small little box here we’ve got monthly sales volume so what one of the problems they were trying to solve is that they’ve got the problem that many manufacturers have with month and heavy orders and typically there’s a reason for those that month end kind of you know that burden that organizations face so this shows the percentage of orders that come in week 1 2 3 & 4 so that’s the current state and what they ended up deciding in the future state is that they’re going to work with the customers to level load this and get about 25 percent of the orders in each week and they’re gonna incent the customers to submit orders that way they’re going to incent the sales team so that they’re not disincentive to do this so they change the commission structure and they changed also how they talk with customer and how they incent customers financially so if you have frontline people or people at two level too low a level of the organization on your value stream mapping teams they may be able to come up with this idea they may not they may not even think broadly enough to come up with this idea that they should level the orders coming in and that you can use financial incentives to do so and if they are able to think about that let’s just say that they are good pretty decent strategic thinkers they still don’t have the authority to say yes to it and so one of the things you want to do is get as much agreement and consensus built through the mapping process itself and not have to go and sell the map to leaders afterwards I have never i hardly ever say never and i hardly ever say always i have never seen a successful sale of a future state design after the fact when the proper leaders were not involved in the mapping activity itself i have never seen it it may be possible but typically the people that are out there selling it or not you know giving quite the right information in order to sell it effectively and the you know what I’d like to just emphasize here is it’s not about the maps per se it’s about the conversations and the debates and the discussion I mean the map is just the means to coming up with a great design for the future so those you know if you’re not in the room actually with the cross-functional team of leaders having those discussions it’s very difficult to understand the full set of of considerations that were made in order to come up with an idea and so it’s you’ve got to have the right people in the room to begin with another high-level decision that was made on this and by the way this future state map does not have Kai’s embers on it because it was so busy I thought you wouldn’t be able to see so I took all the bursts off but that is one of the improvements there the other thing I want to point out is in this case a 3.5 day order receipt to ship so they happen to build inventory in this manufacturing operation and it was taking three and a half days to actually get product on a truck and out the door and now in the future states one and a half days can they get better yeah yeah but you know it’s a pretty big improvement up front so one way they got to it was by leveling the orders coming in another way they got to it was instead of using forecast based production and guessing based on historical z’ so forecasts in our world is called a guest cast instead of guest casting this is a pull system and so now they’re going to only produce based on actual use that are actual demand so once product ships out the door there’s a signal to production that they need to replace that so it’s a very complex transition in organizations to move from forecasting to pull and there are a lot of pieces to it and you have to have a lot of leadership buy-in in order to do it there’s a there it’s just it’s huge I mean I’ve been working with the client right now for six months now and they still don’t have all of their s KU’s into a pull system when you get into the office environment or service sector even harder because you don’t have physical product necessarily to to actually be touching and working on so pool is is not for the faint of heart but its wickedly effective once you get it working well last thing just to point out another reason why you need leaders in the room is here’s a case where they decided to move to e payments for their customers well you know sales has to have a big say in whether the customers are even going to be interested in such a thing and the finance people have to be involved and there just has to be a

meeting of the minds that financially this is what we want to do as an organization and again a front line person or a supervisor might be able to come up with this idea but I don’t know if they’d be able to do that necessarily so and even if they did they’d have to sell it and you know you’ve already heard that story so these this is why you must have leaders in value stream mapping here’s another case this is a value stream out for an outpatient imaging value stream within a hospital system and I’m not going to go through the whole thing we just got the patients needing outpatient imaging and then they arrive and they go through the process and the report gets sent back to the referring physicians got a loop but one of the things that was discovered that patients were not happy with it all was that there was this double check-in process so they go in they’d have to check-in and admitting and then they’d have to check-in and imaging now the delays weren’t horrible here but it was just the physical location of these two places and the and just you know redundant data information and patients being annoyed and all that but here’s the deal what had to happen in order to make this work was that the outpatient imaging department had to begin collecting the co-pays or the partial fee for the tests before this it had been done at admitting and so in order for you know that department to not only take on the responsibility of collecting money they never touched money before in their lives so their their processes had to change quite a bit there had to be pretty you know intense cross-training effort controls put in place like a lot had to happen to make it so that patients could go straight to imaging now could a frontline person on a department go well that’s silly they’re checking in twice if if I’m the facilitator I said okay what can we do about that would a frontline person say okay let them come and we’ll collect money maybe maybe not I don’t know you know but even if they did if the leaders weren’t in the room to you know talk about saying yeah let’s do it it’s not likely gonna happen by selling it afterwards so again leaders need to be on the team now let’s move to process mapping then we’ll put this all together so for process level mapping you know we grew up with well I grew up with I’m dating myself I grew up with process flow charts that have branches and decision trees and and things like that and that was the only means to document a process back when I started in my process world the problem with these is it doesn’t tell you how the process is currently performing it tells you what should be happening and it tells you what the decisions should be and how workflow is based on the decision but it doesn’t tell me anything about how the process is actually performing you know and so I have no means to figure out what’s what needs to be improved the other thing that happened then in the evolution of process maps was then during the the Deming based TQM days we started seeing more swimlane style maps and this was an improvement it was an improvement to be able to see the functional areas and see how the work flows back and forth between functional areas so this brought a little bit of organization to how we viewed process but still you know it’s a good training tool just like the flow chart is a great training tool but from an improvement perspective it’s it’s really not an effective improvement tool so you may need to have something other than flow charts or swim lanes without any means to see how the process is actually performing so again you know these swim lanes you see a lot of them and I’ve been seeing a lot of people call these value stream maps there’s one thing I know for sure a swim lane map is not a value stream map you can have all kinds of you know kind of variants on things but value stream maps and swim lane maps are not the same and they’re not used for the same purpose so we need to think about and we thought about how can we make a more effective process level mapping technique when we didn’t really have anything so enter 2003 Mike austere laying the co-author of three of my books and I were at a client and we were trying to figure out what to do value stream mapping had come out the books the book learning to see was out we had started mapping at a macro level with metrics liked it a lot saw the value in it and decided to merge together the metrics that we learned from value stream mapping with process level maps so what we ended up with was called metrics based process mapping so what that is is it’s a swim lane style map but there are metrics loss metrics based on the map to help you identify how the process is actually performing same deal with value stream Maps there’s a timeline at the bottom so that if you have this is a simple map but if you have a real process map in real settings

often has lots and lots of parallel activities so you can do a visual timeline in order to better determine which process posted is coming down to the timeline to be reflected summary metrics just like a value stream map only now we’re at a micro level detail so this this process level map with metrics becomes standard work you can have a written standard work document in addition to the map itself but the map itself becomes what process owners use to determine whether the processes working well or not and if it’s working according to what the agreed-upon process time and turnaround times were and what the SLA or service level agreement between departments are how long it should take work to flow from one area to another so this is um when I mentioned the metric space process mapping book being on sale and why it’s so expensive this is one of the many sheets that it’s in the values I’m sorry in metric space process mapping that causes the price of the book to go up a bit so swimlanes are process level circular loop requested delivery with informational flow value stream level let’s talk very specifically about that information flow so in value stream mapping it’s a very essential component and in metrics based process mapping information is a little less obvious so when you see a value stream map and it’s showing you know what the inputs and outputs are from the IT perspective and then sometimes even how information is being related to the other so this map is you know missing some of the information just to highlight the IT systems but in this case the referring physician was physically was actually calling so you can put a little telephone icon here and then this scheduling appointment and pre-registering was also both computer and a phone call and then you could have a little person walking into the hospital to show that that’s how information is flowing and I don’t usually do a whole lot of icons for computers because we’ve got all the applications up here but it shows all the inputs and outputs etc so the importance here is that many times while while a lot of the process work we’re doing isn’t necessarily about changing the IT systems it is about looking at how we can flow the information more carefully and more effectively and efficiently from one area to the other so you know if you have systems that look disconnected there it’s cause for concern so here’s an example now this is blurred intentionally so you can’t see all the information but what I want you to look at are look at these applications at the top only two of them talk to each other at all so there’s auto population between these last two and they’re color-coded so you can see clearly all the inputs and outputs coming from each system and what you’ll see is a ton of redundant information so look down here at the process Maps well actually let’s look here so we see people entering into 1 2 3 4 5 systems 1 2 1 2 1 2 3 4 1 2 1 2 and etc 1 2 3 4 here and so this starts helping us see the opportunity for streamlining to free capacity so that people aren’t having to put a lot of redundant effort but this is an entire value stream so this isn’t at a process level and it would be very difficult to see this on a process level map so this is just you know again you know this when we went into it knowing that there was some concern about their IT systems so it wasn’t like it was a big surprise when we got to this and I think it was sobering for people to see this and I know you know one thing that happened was we had a briefing and the chief information officer the CIO walked into the briefing took one look at this on the wall it was with post-its and you know colored markers at that point they took one look at it and said who needs money I’m gonna find a way to fix this and you know capital budget was thrown out the window that day and a new budget was written the next day so it could be very compelling to visually finally see what’s hampering an organization all right next thing I wanted to mention are the metrics so here’s the good news the metrics are exactly the same in both levels of mapping the way we do it anyway so you don’t have to teach people new metrics the only difference is how high or low in the in the macro the granularity you’re looking at so for example here’s a value stream posted for a value stream map it post that says negotiate contract and we’ve got sales legal and finance of all with the look negotiation and collectively it takes about six hours of their time over the course of twelve days so again this is collectively total six hours and it takes about 12 and this is business days in order to complete

this negotiation with those three departments involved so what we at what we do is let people ask well how do you find that out don’t you do time motion studies no no no no not in a value stream level never never no stopwatches you know you really are just getting the directional information because value stream maps are only helping you set priorities it’s not being used to staff and calculate you know intense things it’s it’s a high level view and it can be directionally correct and not necessarily precise and then the other metric is percent complete and accurate so percent complete and accurate is the quality metric that boki and drew Locker originally defined it and their definition was that it was it was reflective of rework and rework was defined as anything that needs to be corrected or any missing information that needs to be added that should have been supplied when Mike ah sterling and I wrote I think it was when we did the Kaizen on that plan or our first book in 2007 we added a third type of rework and that’s clarifying so if information is coming and needing to be clarified that could have been clear to begin with then we we consider that rework and so in this case you know this person’s output this so this is output negotiate contract people downstream from this are saying that only 50% of the time is that contract negotiated well and 50% of time there’s something wrong so quality of information and quality of the work itself becomes critical so in a value stream level you use the same metrics as you do at a process level there’s no difference now what you may do is look at other metrics over and above these three but these are the big three from a process performance value stream performance perspective alright finally I want to talk a little bit about the facilitator so this is another thing that I I grow concerned about when I hear people facilitating mapping that you know have very little improvement experience and they have very little facilitator experience that’s kind of a recipe for an ineffective mapping exercise and you know you have a lot of people involved in these mapping exercises so you want it to be a highly effective outcome and you want them to want to do more mapping and if you have people that sit in a room for a few days not able to feel that there’s any you know value in it then that’s a problem for moving forward so what you want in the facilitator for value stream mapping is someone who can relate very well to senior leaders and strategic thinkers you don’t want someone who is you know very new in their career has never held a senior leadership role and you know it doesn’t even know how to relate to those those levels of leaders and then for the process level a kind of the opposite is true you know sometimes I see facilitators that really can’t relate well to the frontline workers you have to be able to really understand their world and understand what it’s like to be a frontline worker so you can’t have someone who’s arisen up the ranks and forgot what it was like to be in the frontlines you need someone who can relate very well to frontline people and you know it’s a rare facilitator that can cross all the way from the frontlines to board members for example they’re out there there’s plenty you know is plenty to find but but it’s not the norm that people can kind of go both directions in terms of their comfort level so you know in the case of value stream mapping what you’re looking to do is mitigate and mediate you know debate about about big big issues so you know this happens to be a map we did recently in Thailand and you know it was a pretty heated conversation at one point about one of the ideas for the future state so you need a facilitator that can kind of you know navigate that and help people come to a point of consensus and we’re talking again big business decisions that are not like you know who’s the one who enters that data into this field on a computer screen I mean this is you know bigger bigger ticket items so you do want that for the facilitator and then the opposite of course for the front lines and I just thought I would just include a couple of slides here on the kinds of things just to help clarify this the kinds of things that have come up when I’ve been facilitating or co-facilitating value stream maps that you know to give you an idea make sure your facilitator can handle this so you know I’ve had many value stream apps not just one where there are two vice-presidents that are you know having a pretty heated discussion over which area should be performing a certain process so you know that’s something a facilitator needs to be able to you know be you know stay firm and stay unemotional and stay you listen very carefully to each person’s position and help the other person hear things that he or she may not be hearing and those

kinds of things another thing is you know sometimes you get into discussions around workforce numbers and while lean is not supposed to be something that you ever use in order to lay people off there are legitimate business reasons to occasionally occasionally outsource a particular function that’s not being handled well internally or you need to get expertise built before you can handle it well so there are reasons to outsource or they’re not nearly as plentiful as you would think by hearing people and seeing what organizations are doing but there are there are reasons to do this and so you know you have to have someone who can be in the middle of a conversation about 30 people maybe even their friends losing their jobs so you know you have to have a level of maturity in that facilitator so that they are running out and talking about this and they’re able to handle the discussion while it’s occurring the other thing is you know there’s very confidential information shared like for example there could be unknown to the rest of the company a high-risk client that happens to be 30 percent of the company’s revenue that the company the leadership team are struggling to save and it could be that you know there has to be these very candid discussions about something that urge that could you know anything that loses 30% of revenue for most companies is typically a pretty big deal it could be a legal regulatory matter I actually you know was leading a value stream map about a year ago where you know we discovered some illegal activity during the during the map and it’s just you’re investigating you’re investigating how work is being done and you never know what you’re gonna find and you know fortunately the company handled with handled it very very well and you know they they they dealt with it swiftly but you have again you have to have people that are mature enough to be able to have those conversations lead those conversations and and not go blabbing about what seeing the value stream mapping activity outside of it and then finally from a tools perspective and a proficiency perspective anyone leading value stream mapping needs to be pretty seasoned with improvement including the full range of countermeasures or tools so if a value stream needs level loading work balancing and pull many beginning improvement people really have no experience working with those countermeasures and so you know you don’t either miss the opportunity to use it if the team’s not aware of it and they won’t introduce it or if they see the need for it but they’re not really proficient in actually helping the organization implement it then it could be a failed improvement so that that’s just a series of a couple of things I’ve seen now at the process level you know equally tricky situations sometimes so I had one situation a few years back where we were mapping doing metrics based process mapping there was this woman Martha some of you may have heard the story because Martha has been forever seared in my brain so Martha I’m watching her face as we’re mapping because everything she was doing was non value-adding and being deemed non value-adding so she was what I call a traffic cop she was a in the estimating area and she was kind of just tracking paperwork and making sure people were sending paperwork to the other people when they needed to and yeah and just playing a vital role because the process wasn’t working well but an unnecessary role if the process worked well so she was you know mapping and very participating you know and then I started seeing her get more and more quiet and I could see her face change and I could see that it was clicking she was starting to see that her job was not going to exist by the time they got done with this map so fortunately this client did what most clients will be asked all clients to do and what most clients do agree is that no one’s going to lose their paycheck as a result of improvement they made their job they change but they’re not gonna lose money so it during a break I went down to her boss and I said hey you know here’s what’s going on you know any ideas right now he’s like I don’t know you know I said well how about we bring her in during the next break and have a quick powwow so we did and he said to her which was really cool to this leader he said to her is there any area in the company that you have had your eye on and she said I want to be an estimator and his face is kind like you an estimator and and Martha did a phenomenal job at selling him right then and there on why she had the skill cape the capability to become a phenomenal estimator and he was still a little you know kinda like I’m not sure about this but I will consider it so fast forward a month later Martha was moved into one of two open positions they had they were actively recruiting outside the company for an estimator for two jobs Martha took it and she did phenomenally and she was far more happy with her job because doing non value-adding work is never creative and it made it was great for the company they didn’t have to add that additional

you know with labor cost so they’re to the payroll so it was a really great win-win but you have to be able to see this stuff coming as a facilitator and figure out what to do with it another common situation is if you get a supervisor on the team that’s very strong will to type a you can sometimes see a supervisor start kind of mandating what the improvement ideas should be and a facilitator has to know how to deal with that so what I personally do is well first of all I set it up front that that’s not going to happen and have conversations with the full team on what everyone’s role is and make sure that everyone sees their role as being on equal playing field that there’s no your rank has no privilege in the mapping teams and then if it starts happening you know during a break I’ll just pull the person aside go ahead remember we talked about this and you know you need to dial it back a little bit and you know and I do it in a kind and kind of you know light-hearted way and you’ve only had one time fortunately knock on wood after hundreds of mapping activities only one time where you know someone was really out of line and I had to call a break and pull the person out and off the team like literally off the team so but that only happened once so so far so good on that one I also had a situation where a manager was very bought into seemingly bought into the chartering process and scoping and setting the objectives for the future state and then the middle of the activity all of a sudden flipped and it was very apparent she didn’t support the targets and we had to deal with that mid mapping during a break also the team doesn’t feel authorized you know sometimes you know when you’re external is harder to to see what’s really going on culturally but sometimes all the leaders that are involved in training on planning something will be very very sure that the team has the authority and that the culture you know with supports the team having authority then you get into mapping and the team doesn’t feel that way so what I typically do there is bring the executive sponsor in and have a conversation with the full team about you know the fact that yes they are authorized and then I have another conversation with leadership saying okay you’ve just said this now you have to support this and here’s how you can support that and you can’t go back on your word and blah blah blah so have again your facilitator needs to be able to you know kind of call an audible using a sports metaphor in order to get these things to solve real-time to team members with odds the obvious tension just like the VPS that were arguing during the value stream map you have to deal with it directly well not directly not directly initially but directly eventually if the tension escalates or doesn’t go away and if a team member shuts down I always pull them off to the side during a break and say what’s going on how you doing how are you feeling you seem to be getting quiet are you concerned what you and get them to talk with me honestly about what’s going on and then whatever the reason is then dealing with it effectively because of that so those are some facilitation examples just to think about the people you have facilitating your mapping activities finally some logistics so how long should it take with mapping three days for value stream mapping is what we recommend and one to two days with process level mapping metrics based so how we tend to structure value stream mapping is we feel very strongly that you want to get people together for three consecutive days so that you can just hammer it out and so you don’t have the mental ramp up problem that you have if you separate current state and future state by a number of days or weeks or god forbid months you don’t want to have big gaps between current and future State first of all your current state won’t be current anymore and secondly it’ll take people a while to ramp back into now you know what what do we discover and what why was that and all those kinds of things that you don’t want to have happen so three consecutive days is what we recommend three main deliverables and metrics in addition to that and then you execute value stream map being that the PlayOn after that with process level mapping if it’s in a Kaizen event I mentioned at the beginning of the webinar I mentioned I recommend you add two days to the Kaizen event just to make sure you have plenty of time to get the map the current state and the future state done and then the case if it’s in a Kaizen event you’re not only going to develop a plan you’re gonna actually execute on that plan within the Kaizen event so even if it’s not in a Kaizen event then you can just you know execute your micro level plan afterwards but again you really want to make sure that these plans at a process level are tied to a strategy so that you don’t have sub optimization and you know example of sub optimization that you would all be familiar with is let’s just say that a laboratory that does clinical diagnostic lab work blood work a they’ve been doing

great jobs in across the country in getting results out more quickly and they’ve been under tremendous pressure for the past decade or so to do so well that’s all good but if the patient doesn’t get treatment any faster or the physician doesn’t learn about the results any faster then all that work the labs did well it’s you know good work doesn’t really affect performance so you know yeah that’s what I mean by sub optimizing you have to make sure that you don’t do that then we’re moving now into a few mapping tips and it will open up for questions so just some some final tips and thoughts for whatever level you’re doing this applies to both levels chartering is underappreciated and undervalued chartering is not an activity that should take you an hour or two to do it should take you hours and hours to do and what I mean by that is there needs to be a lot of dialogue with a lot of people and get consensus before you even do the map on what problem are we trying to solve why are we doing this who needs to be involved what’s our scope and then there’s data collection there’s a lot of work that needs to be done upfront in order to get a mapping activity to be highly effective and efficient so the charters that we recommend they all look kind of the same and you’ll you’ll find the charters all over the place you can if you’re a subscriber you can go into our library that we’ve got if you’re not a subscriber I urge you to subscribe so you can get access to that and then also there’s downloads available when you get the two books the metrics based process mapping and value stream mapping there are download links available there as well but basically they have a 1y section a who’s section and a wind section and so when you think about the what and why part of it again it’s like what are you trying to solve what is the gap that you’re trying to close and get very clear on that through the charming process so that you don’t have what a client just called me to come in and help them prevent from ever happening again they had a Kaizen event a month ago and they thought everyone was bought in they got onto day two of the Kaizen event and and percent of the leadership team said we are not supporting this we did not buy into this no this is not a high priority for us we’re not doing this so that’s a case of a failed chartering activity or no chartering activity so if you look at the Charter there’s a specific condition section that helps you scope so you don’t try to solve world hunger which is a very common problem with mapping is trying to get everything solved at once or designed at once and what you can do is you can look at for example you know the whole the whole cycle of delivering on a request and it could be that in this case we have a company Golden State equipment who makes both capital equipment and spares and sub assemblies and all the capital equipment there are some catalogue items there’s configured to order engineer to order a new product development and then with the engineer to order there’s custom hardware or custom software and both so you have to kind of pick which sets of conditions are going to map initially and that way it keeps your team focusing in on just that specific set of conditions and at least get that map done and then it’s easier to add on the other conditions after you get that initial map done much easier and then when you think about the scope you know I think about the term fence posts so the fence post is the first and the last step in the process that you’re going to map and why you’re doing that and what the objectives are for getting the the process or value stream improved and the other thing is is that there’s a 10-person max there’s ten slight you know different rows on this charter for a reason all of our charters have ten people on them we are very firm on not going over ten we used to get kind of snowed into 11 or 12 but you know what with every person over ten there’s this weird thing where there’s a logarithmic slowing of the results because you have an extra person it’s not it’s seemingly one what’s one person but believe me when you get over ten people you slow down and you sometimes can’t get everything accomplished that you set out to do the other thing I highly recommend daily briefings and and I believe in the case of value stream mapping very firmly in three briefings for three different purposes day one you’re reducing resistance to the future state because there everyone is seeing the current state as it is and kind of confronting the truth around the current state secondly on the future state day you’re building consensus around the future state so that you don’t start down the improvement path and then have someone go whoa whoa whoa no no why I’m buy-in to that we’re not doing that you want to get everyone saying yes this is the right thing to do while you’re in the mapping activity and eliminate that

need down down the road and then finally the third thing with value stream mapping the third deliverable is the transformation plan you know improvement takes a lot of time improvement takes resources so you want to make sure that you gain commitment upfront that yes I’m gonna pony up the resources in order to accomplish this by the timeframe you’ve set out you want to get that commitment live when you can real time so in summary what I would say if I drill everything down and think about everything that goes into mapping I would say that the mapping results are directly proportional to the quality of the planning and chartering that you do and the facilitator skill your team compositions part of the planning and chartering scoping is part of planning and chartering setting clear targets part of the planning and chartering you know all of that is that process should take you a while and that’s why we recommend four to six weeks before you map so that is a summary of the similarities and differences in these types of maps I’d love to open it up we’ve got a decent amount of time here for some questions here’s a summary again of the subscription link if you’d like to get access to that library the books social media and how you can contact me if you’d like so thank you very much for your time let’s go ahead and go to the questions we see I see quite a few here okay question one could you give an example of how you deal with a third bullet manager not supporting targets okay so let me go back to that Shh so this was here we go so that’s this one right here manager of sorry manager reveals that she doesn’t support the targets this is typically when the Charter has not been well socialized and what I mean by that is so so every single person there oversees an area that’s going to be possibly affected by an improvement needs to be brought into the loop in the planning and the targets whoever sitting the targets that needs to be part of the conversation to make sure that the manager actually supports the target so that’s the first thing and in this case I can tell you that the internal team socialised the Charter and the internal team did not include the manager in setting the targets and didn’t do as effective a job after the Charter was set selling it to that manager so there was a little bit of a Miss on their part with that manager now if you have a manager because I have had this happen also where they don’t support the targets once you get into it and they’ve been and I actually did all the planning and development for one where this it was a guy in this case he was very supportive of everything and it was we were really looking to reduce overtime pay and make the process more efficient and effective so people didn’t have to work overtime because the organization was bleeding financially and he supported it lock stock and barrel and then we got into the event and he had a couple of frontline people this happened to be process level mapping we had a couple people that were like no way man my mortgage depends on it and so they started kicking up their heels he had not sold them and explained to them what the purpose of them being on the team even was and then he just caved in the middle of the event so this is the one where I mentioned I kick someone off he actually started swearing at the team it was really it’s just crazy um you know it’s the worst deal thankfully the only time I’ve ever had that happen but that’s when I went to the the executive sponsor and said you know he needs to go off the team and he left the team so you know that’s again I’ve done hundreds of these and it happened once so hopefully that won’t ever happen to you please let me know if you’re in if I answer that so sufficiently ok next question what’s your response when a sponsor says the process should be able to be mapped in a few hours and should not take one or two days well you know here’s one advantage to being outside and being an author and and all those things I can say well that’s just not true I mean it you can’t map a process and if you and it does take one or two days and so you know I just you know facts are facts so that’s the first part of your question the second one is you know our staffs too busy to be away so I get this a lot and you know I say all kinds of things I mean I borrow from Deming and I say you know it’s interesting we don’t seem to have time to fix the problems but we always seem to have the time to you know have to deal with the problems over and over and over and over and and I’ll ask some pointed questions about how much time you know the problem that they’re dealing with actually does occupy and over the course of a year and they say account so we’re asking for two days compared to that come on it’s a no-brainer you know so on you know I I have those kinds of conversations so I would you know just be resolute and just you know say that’s not true I mean that’s no it’s not how long it takes it takes time next question more than ten people that photo

oh so hang on a second let me go back to that photo where is that photo I think what happened here this is the briefing yeah so this is the briefing this is the leadership briefing at the end of the day and this is one of the guys going through the map so this is the team around the you and some of the team were see seated in other places too so that’s not that’s yes it is ten people max I’m firm on that uh okay next question how are where can I get that focused training on value stream mapping is there a certification course to add value how or where can I go to get focused training on value stream mapping is there a certification course so you know I mean I don’t do public webinar web workshops a whole lot although I am considering doing some in 2016 so if you’re interested you know I would probably do them in California either in San Diego or Los Angeles or Orange County so if you’re interested in workshops if you could drop me a note and let me know that you’re interested then I oh I’ll put you in a list cuz I’m pretty sure I’m gonna do some public workshops this year and a value stream mapping would be one that I would probably do but if in the case of Lean Enterprise Institute I know they’ve got value stream mapping workshops they do every once in a while you could try the Lean Enterprise Institute and I don’t know who else so if anyone has any ideas for value stream mapping workshops please write it in the questions and I’ll pass that on okay question in Kaizen charter missing KPI where you can compare the results after two to three months what you think Kaizen charter missing KPI where you can so I’m not sure what this question is but I will say that there are audits that occur after Kaizen events where you’re working on you know looking at the results and the other thing is is that we establish process ownership during the Kaizen event so there the results are being looked at all the time and there’s also someone usually internally sometimes it’s me or our team that’s watching from a longer term perspective the process performance so yeah we’re definitely watching process all the time it’s part of process management next question where should you start if your company has no identified value stream or process Maps can you map the bio stream for the sake of identifying how value is delivered without an intentional focus on improvement so you know it’s interesting a good question and I have in the past year I did one value stream map where we only did current state and it was very specifically because they had some misalignment among leadership team on how they actually work and it proceeded their strategic planning session for the next fiscal year and the CEO just one of the leaders to come together in understanding how they currently operate so they can start thinking about the improvements and they had a really tough schedule as far as trying to give an extra day for a future state design and there was some big decisions that were being made that probably would have been premature to get too far down the pike on future State design so I did do a value stream map with that in mind I don’t normally because normally improvement is the objective to the question about you know can you just select a value stream and just go there yeah you can I mean as long as you’ve got leadership strategically agreeing that yes we want to work on this value stream and we want to get well and get this going as well as we can and learn lean and process yeah you can do that I had a very large engagement a full-year engagement this year with a client that has basically one major value stream and we just started in the very beginning by looking at the value stream and creating the maps and then getting a plan together and we’ve been executing for 11 months very very large changes in this case okay next question is it mandatory that the current future state transformation has to be conducted in consecutive days well nothing’s mandatory but it’s more effective for sure and for the reasons I stated which is that if you have gaps in between times people have to get their minds wrapped where they left off and you lose a lot so you have to do rework as long as you’re willing to do rework then okay but I do convince leaders in three days all the time and I do so by saying it’s either three days or it’s the equivalent of five days when you count all the rework that you have to do so you took the next question have you had a team composed of both leadership and frontline members uh no all right the only time I had a frontline member on well depends on what you mean by leadership yes if it’s managers and supervisors and frontline together no in terms of front lines being on a value stream mapping team with the exception of one time one value stream were the only person that could make any decisions happen to be a front line

person it was a very specialized process and nobody in leadership knew anything about it and knew anything about what could be done and all that so and it was a very mature frontline person so usually not next question how do you handle situations when senior leaders do not see process improvement is beneficial you know what that’s it’s a great question but it’s out of scope for this webinar I’m sorry to say I do address this a lot in webinars and I do appreciate the question but I’m gonna go ahead and move on because we have it’s 12:15 Pacific time and there’s quite a few more questions here so I’m gonna say goodbye to any of you that have to go right now and thank you so so much for listening in and wish you happy holiday and a great 2016 and I hope to see you back if you can stay on I’m gonna go through there’s one two three four five more questions six more questions that are look pretty quick and I’ll go ahead and go through those so thanks to those of you who need to go okay back to the questions um oh here we go sorry lost my place here I’m interested in facilitation peace do you have a book with more insights is it something you plan for a book or future webinar there is a facilitator webinar it’s an old one if you go under with our website KS Martin comm I did do one awhile ago um I don’t plan to do a book on it right now I am working on a new book but it’s on clarity and I don’t know where to go with good facilitation because it’s not the same as facilitating meetings there’s a lot of meeting facilitation books out there but it’s improvement is a whole different ballgame so I’m sorry I don’t have a whole lot on that one ah next question let me go back how frequently would you recommend a value stream steering team meet post mapping I recommend monthly next question should the mediator be from the company or using outside depends on skill set even companies that have very mature facilitators that have that are very seasoned with improvement and you know I’ve been around for a long time and know all the tools occasionally need to bring in someone from the outside when it’s either a politically charged value stream type of problem to be solved or they lack the skills internally so it’s really about you know who’s gonna be the most effective person when you have a bunch of leaders sequestered for three days you need to make sure that it’s a very high-value experience or you’ll never do one again in the company let’s see is it important to understand how the organization works to complete a value stream map good question so I get a fair amount of information upfront about the organization just so I know going in a little bit about it and I also always walk the value stream as a facilitator I always walk the value stream before I arrived to facilitate mapping so I do it on-site if I can or I do a virtual walk and how people explain the process steps and the sequence and everything and I draw a hand draw a value stream map before I even get in there so that I can you know be more effective as a facilitator I do I do like to understand a little bit about the business setting also you know what kinds of business problems are they trying to solve and get some context as far as market share and you know what’s the competitive environment like and what’s the culture like I do get some background like that as well let’s see last one oh actually – so thank you very much for clear distinctions thank you oh thank you I’m taking I’m taking better care of my throat thank you Gustavo okay last one tied to the above I’ve been trained you map to the level to see waste which is level two if you stay at a higher level my concern is you won’t have enough detail to see waste and don’t know what to address yeah you do see waste so where here’s a way I describe it is you definitely see waste in about you stream level if you if you’re needing to see the waste behind the way so let’s just say you’ve got you know an eighth day oops I’m sorry an eighth day lead time and you need to get it down to five and you’ve mapped at a macro level and you see that you’ve got big delays here and here well you may need to understand why those delays are occurring but that would be then when once you establish that that’s the priority you’re done with a value stream level and now you could drill down to a process level to look at why the delays specifically exist and what the root causes are I rarely do root cause analysis during value stream mapping and you have to go to it about 80% 85% of the time at a process level um I think that is it yeah

I just want to make sure can it be done in different weeks I’ve already already addressed that twice so I’m not gonna address that again and I think that’s it so thank you very very much everyone again happy holidays thank you for your time and I hope you found this helpful please give feedback when you get the little survey when you either exit out or there’s an email that goes out afterwards as well thank you Happy New Year