VSM (Value Stream Mapping) - Use constraints or leave 'wide open'?

[Jim Howe]

I previously posted this inquiry at the ASQ lean forum but, thanks to ASQ's restrictive rules, only Wes Bucey responded. I would like to open it up to a much broader audience here at the cove.

I have just completed a VSM (Value Stream Mapping) event where the futuristic state was constrained rather then wide open. This was my first VSM that was constrained. I am sorry that I cannot be more specific do to proprietary reasons so suffice it to say that the team was constrained by two caveats that restricted our efforts in two areas.

So my question to the forum contributors is "Is it a good idea to place constraints on the VSM effort or should it be completely wide open?"

For discussion purposes lets say that you were invited onto the VSM team and were told up front that you cannot consider manpower in your future state.

I have heard good argue ments on both sides. Some suggesting that by placing constraints on the VSM process brings it into the real world which as we all know is full of contraints.

Any one care to enter the discussion?

[Jim Wynne]

Originally Posted by Jim Howe

For discussion purposes lets say that you were invited onto the VSM team and were told up front that you cannot consider manpower in your future state.

I have heard good argue ments on both sides. Some suggesting that by placing constraints on the VSM process brings it into the real world which as we all know is full of contraints.

As you suggest, there are two points of view, and neither should be considered exclusive, imo. I've always considered that there are two types of VSM: pragmatic and fantasy. The former considers known constraints and makes the best of what's known to be available (called optimization prior to the introduction of obfuscatory Lean language). The latter attempts a projection of a possible future state and allows for potential ROI calculations. There's no reason why the two can't (or shouldn't be) done concurrently.

[Jim Howe]

There's no reason why the two can't (or shouldn't be) done concurrently.

I agree! But we were also under a time constraint. In fact during the presentation the executive team asked what would the future state look like if the constraints were lifted. Our response was that another VSM should be held so that we could focus on a new state without the constraints.
They have taken it under advisement. I will say that without the constraints (IMO) a major break through could have been achieved, but the reality is that major dollars to make the changes would also have been required and is still not out of the question.

[wmarhel]

Originally Posted by Jim Howe

I have just completed a VSM (Value Stream Mapping) event where the futuristic state was constrained rather then wide open. This was my first VSM that was constrained. I am sorry that I cannot be more specific do to proprietary reasons so suffice it to say that the team was constrained by two caveats that restricted our efforts in two areas.

The purpose of the Future State is to develop the "best case" that can be conceived based on the information collected during your "Current State" exercise.

It is important to remember that the future state is also a roadmap of sorts. I typically include an attachment outlining some of the tasks and/or steps needed to work towards the future state. Placing constraints on a VSM and how the future state is developed is silly in my opinion.

Wayne

[Jim Howe]

Originally Posted by wmarhel

The purpose of the Future State is to develop the "best case" that can be conceived based on the information collected during your "Current State" exercise.

It is important to remember that the future state is also a roadmap of sorts. I typically include an attachment outlining some of the tasks and/or steps needed to work towards the future state. Placing constraints on a VSM and how the future state is developed is silly in my opinion.

Wayne

Thanks Wayne. We also put together a task list with champions and followup dates. There is also another list that we call the parking lot. The parking lot contains issues that came up during the event but were not resolved. these are also passed on to management for future reference and review.

[heasx2004]

Does any one has a VSM presentation?
I am working in a company where we are going to start implementing lean concepts and I would like to undestand how to use this tool.
Thanks

[wmarhel]

Originally Posted by heasx2004

Does any one has a VSM presentation?

The best reference is "Learning to See".

Here's a presentation I pulled up using the advanced search feature in Google (a really useful feature) and specifying powerpoint files only.

Wayne