VSM Part #7 – Aftershock
I’ve had the good fortune to hear from some of my readers and noticed a few disturbing trends. It appears that there may be one more post I need to.. read more
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VSM Part #6B – Importance to Decision-Making (“If this, then that”)
The VSM tells leaders* what is obstructing flow within the value stream. Trust me, there’s always something, but suppose this is the first time they’re reviewing the VSM. What are.. read more
Value Stream Map – Part 5: Value Add vs. Non-Value Add
One of the critical features of a Value Stream Map (VSM) is the sawtooth chart at the bottom of the map. Many overlook this chart, as it seems superfluous when.. read more
Value Stream Map – Part 4: Material Flow
Remember, a Value Stream Map should be communicating to you and to your organization. So far we’ve examined how the flow chart and data boxes communicate. Now we’re going to.. read more
Value Stream Map – Part 3: Information Flow
Perhaps one of the least well understood or appreciated parts of the Value Stream Map is the information flow at the top. That said, it’s an important part of the.. read more
Value Stream Map – Part 2: The Data Box
In the picture at the top of the page, you can see both flow chart (discussed in my last post) and the data boxes below them. I’ve included the flow chart.. read more
Value Stream Map – Part 1: The High Level Flow Chart
There are some wonderful books on this subject. I have no desire to compete with them, but I would like to break open this extremely important and underutilized tool. In.. read more
Pacer Cord – Working at Takt Time
Q. How do you keep the pace of an assembly operation constant? A. Big businesses use conveyors, or some other piece of big mechanical equipment, that conveys Work In.. read more
Standard Work Combination Sheet
My last post concluded a discussion of Takt Time. So, if you’re working to Takt Time, how do you know when each operation in your process is supposed to start.. read more
Shadow Boxes
Lean practitioners are familiar with the concept of shadow boards. We frequently use them to organize tools so that it’s immediately evident if one is missing. If one is, a.. read more
Robert B. Camp, MBA, Lean Sensei
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