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The first edition of this book won a Shingo Prize for Excellence in Manufacturing Research, and now, following in the tradition of its bestselling predecessor, The Complete Lean Enterprise: Value Stream Mapping for Office and Services, Second Edition details a robust step-by-step approach for implementing Lean initiatives in the service industry and office environments.

A must-read for those looking to maximize the value they provide their customers, this new edition describes how to better align value stream improvements to strategic needs. In addition, it engages the entire organization in experimentation and connects a new management system with tiered visuals in support of leader standard work.


This updated edition of a Shingo Prize Winner:








Features new critical steps in planning and preparing for VSM events
Includes new content and examples from the service industry, including healthcare
Provides a new examination of future state mapping
Details methods for engaging an entire organization in continuous improvement by focusing on socialization
Discusses the use of experiments to "learn your way" to a future state
Provides examples of tiered visual management and demonstrates the principles of a lean management system





Providing improved ways to involve your organization in transformation and to sustain your efforts, the book expands beyond the "tools focus" to challenge your organization to think and act differently in order to change the culture of your organization as you become more effective and efficient.

This book details proven methods for aligning the organization for transformation, creating future state visions of improved effectiveness and efficiency, and engaging all levels of the organization in the transformation. After reading it, you will be better prepared to transform your organization to one that not only sustains improvement gains but is more adaptable to shifts in market and customer needs. "Beau Keyte and Drew A. Locher have accomplished an ambitious task-one that can benefit anyone concerned with creating maximum value for customers with as little waste as possible. ... Beau and Drew expand the use of the now-proven Value Stream Mapping (VSM) tool to indirect, support operations, and services, locations and sources of so much waste. VSM as introduced by Beau and Drew seeks to enable users to see administrative and service waste, identify its sources, and develop a future state that eliminates it so that scarce resources can then be focused on those activities truly necessary to create value. You could find no two more experienced guides for this journey than the well-traveled Beau and Drew."
-From the Foreword by Dan Jones and John Shook

The Complete Lean Enterprise: Value Stream Mapping for Office and Services, Second Edition

Applying Value Stream Mapping to Information Management

Applying Value Stream Mapping to Office and Service Processes

Purpose of the Case Study



Getting Started: Mapping Office and Service Value Streams

Understanding Value Stream Mapping Basics

Getting Started: Scoping the Selected Value Stream and Choosing the Mapping Team



Identifying Office and Service Waste

Determining Value from Waste in Office and Service Activities

Introduction to the Quick Loan Bank Case Study

Scoping



Assessing the Current State

Step 1: Document Customer Information and Needs

Step 2: Identify the Main Processes (in Order)

Step 3: Select Process Metrics



Quick Loan Bank Current State

Drawing the Current State Map

Step 1: Document Customer Information and Needs

Step 2: Identify the Main Process Boxes (in Order)

Step 3: Select Process Metrics

Step 4: Perform Value Stream Walk-Through, Fill In Data Boxes

Step 5: Establish How Each Process Prioritizes Work

Step 6: Calculate the System Metrics for the Value Stream

Step 7: Socialize the Current State Map



Designing a Future State

Question 1: What Does the Customer Really Need?

Question 2: Which Steps Create Value and Which Generate Waste?

Question 3: How Can Work Flow with Fewer Interruptions?

Question 4: How Will Interruptions in the Flow Be Controlled?

Question 5: How Will the Workload and/or Activities Be Leveled?

Question 6: How Will We Manage the New Process?

Question 7: What Process Improvements Will Be Necessary to Achieve the Future State?



Quick Loan Bank Future State

What Does the Customer Really Need?

Which Steps Create Value and Which Generate Waste?

How Can Work Flow with Fewer Interruptions?

How Will Interruptions in the Flow Be Controlled?

How Will the Workload and/or Activities Be Leveled?

How Will We Manage the New Process?

What Process Improvements Will Be Necessary to Achieve the Future State?



Achieving the Future State

Tie the Value Stream Design to the Company's Business Objectives

Identify "Chunks" in the Future State and Prioritize

Develop a Plan to Implement the Envisioned Future State for Each Chunk

Sharing with the Organization

Let the Experiments Begin!



Leading in the Future State

Using the PDCA Model

The Role of Leader Standard Work

Building the Thinking Muscles through Humble Inquiry

Visual Management: Creating a Focal Point for the Management System

Examples of Tiered Metrics



Summary



Appendix I: Suggested Reading



Appendix II: Demand Rate



Index