Untangling with Value Stream Mapping: How to Use VSM to Address Behavioral and Cultural Patterns and Quantify Waste in Multifunctional and Nonrepetitive Work Environments

Cover\nHalf Title\nTitle\nCopyright\nDedication\nContents\nForeword\nAcknowledgments\nAuthor Biography\nIntroduction\n1 How Can We Improve It if We Can’t See It?\n	1.1 What’s a Tangled Environment?\n	1.2 Why It’s Hard to Significantly Improve Work in a Tangled Environment?\n	1.3 Can VSM Help?\n	Note\n2 Do We Really Know What We’re After?\n	2.1 Anyone Caring?\n	2.2 What’s the Context?\n	2.3 Trouble Engaging People?\n	2.4 What Are We Trying to Fix?\n	2.5 What’s the Big Picture?\n	2.6 What Is It Like Being the Product?\n	2.7 What’s the Motivation?\n3 What’s Important to See, and How Do We Capture It?\n	3.1 Everybody on the Same Page?\n	3.2 Ready to Record?\n		3.2.1 The Mapping Pattern\n		3.2.2 Time Stamps and Lead Time\n		3.2.3 Cause and Adverse Effect, Rework\n	3.3 What Does It Look Like?\n		3.3.1 Mapping Conventions and Icons\n		3.3.2 How It All Comes Together?\n	3.4 Deep Dive or Fly High?\n	3.5 Time to Practice\n		3.5.1 Macrolevel Current State Map\n		3.5.2 High­Level Current State Map\n		3.5.3 Detailed­Level Current State Map\n	3.6 Generic Considerations\n4 Now That We Made It Visible, What Do We See?\n	4.1 What Is Waste and Why Care about It?\n	4.2 What Reveals Waste?\n		4.2.1 VSM Icons Reveal Waste\n		4.2.2 Information Flow Patterns Reveal Waste\n	4.3 Need to Dig Deeper?\n	4.4 Time to Step Back and Conclude\n	4.5 Time to Practice\n5 Now That We Understand It, What Would We Like It to Be?\n	5.1 Future State Criteria\n		5.1.1 Time to Practice\n	5.2 Technical Backbone\n		5.2.1 Time to Practice\n	5.3 The Waste Machine\n		5.3.1 The Push System\n		5.3.2 Lack of Knowledge\n		5.3.3 Lack of Visibility and Office Politics\n	5.4 How to Deal with the Waste Machine?\n		5.4.1 The Flow System\n		5.4.2 Visual Management\n		5.4.3 Knowledge Management\n		5.4.4 Product­Centric, Dedicated Multifunction Teams\n		5.4.5 Dealing with Behavioral and Cultural Aspects\n	5.5 What’s the Future State Strategy?\n	5.6 Mapping the Future State\n		5.6.1 Time to Practice\n		5.6.2 High­Level Future State Map\n		5.6.3 Detailed-Level Future State Map\n	Note\n6 Is It Good Enough? What Does It Take to Make It Work?\n	6.1 Simulating the Future State\n	6.2 The Before and After\n	6.3 Rating against the Future State Criteria\n	6.4 The Future State Map Bursts\n	6.5 The Future State Implementation Strategy\n		6.5.1 Time to Practice\n	6.6 The Value Stream Improvement Action Plan\n	6.7 Sustaining the Gains from the Mapping Exercise\nConclusion\nAppendix A: VSM Checklists\nAppendix B: Icons Used for VSM\nAppendix C: Detailed Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted’s Story)\nAppendix D: Conclusions Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted’s Story)\nAppendix E: Preparation Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted’s Story)\nAppendix F: Verification and Implementation Action Plan Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted’s Story)\nAppendix G: Characters and Stories\nIndex