J
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?
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?