The term VSM, or value stream mapping, are routinely thrown around in Lean dialogs about continuous improvement journeys. However, how well are the terms, tools, techniques, and commitment to using them as intended understood? Eighty percent of Lean programs in the world fail in the first year, due to poor understanding and integration with value stream management.
• Is value stream management tactical or strategic?
• Is a charter necessary to do a value stream mapping event?
• What should be mapped?
• Is there a difference between future state mapping and future state design?
• How and where is data gathered for the map?
Join us to gain a deep understanding of VSM and how you can successfully implement and sustain it in your organization.
Tom Groth, Optima Associates
Tom has more than 30 years of experience in continuous improvement, project management, new product development, and training. He is leading Optima’s continuous improvement alliance in Southern Wisconsin facilitating member tours, best practice sharing, and education. Tom is a master facilitator striving to solve problems through balanced participation of cross-functional teams. He has led successful continuous improvement programs in multiple industries including life sciences, drug development, insurance, personal care research & development, and public utility. When he is not learning from others – Tom enjoys participating in Clean Lakes Alliance events and pedaling his Trek mountain bike on state trails.