Lean QuickStart Guide_ The Simplified Beginner’s Guide to Lean - PDF Room

—raw materials to the delivery of finished goods. In a wider application it could
be a design flow process—the concept-to-launch process. Value stream mapping
is also applicable for service supply chains in the sense that they could track all
of the activities done in preparation for the execution of the service. This could
include supplies, equipment preparation, space preparation, or creation of the
service environment or atmosphere.
After the stream is mapped, an assessment process should begin to identify
waste, inefficiency, and opportunity for improvement. Information for these
decisions comes from the methods outlined in the toolbox below, as well as
observation and data gathering. As these areas are noted, plans should be drawn
for a new value stream map that takes into account the modifications to the
current system of processes. These new conditions should represent achievement
of the waste reduction and efficiency goals initially set forth with the start of the
value stream mapping process and should, like all constructive goals, be
realistic, achievable, and sustainable.
As with any improvement program, performance and goal realization need to
be checked to verify achievement. These lag measures are a follow-up to the
design and implementation of a new value stream map that has been modified to
meet the goals for efficiency improvement and waste reduction. Like all aspects
of continuous improvement, improvement through value stream mapping is a
cycle; once it has been implemented, the next step is to begin the process again.