Category Archives: Value Stream

A VALUE STREAM is an end-to-end business process which delivers a product or service to a customer or consumer. The process steps along the way may both use and produce intermediate goods, services and information to reach that primary end.

Analysis may suggest the removal of intermediate process steps, goods, services and information that do not move the value stream forwards to its primary end, provided they do not serve important secondary ends such as compliance, quality control or employee loyalty.

VALUE STREAM MAPPING is a lean manufacturing technique used to analyze the flow of materials and information currently required to bring a product or service to a consumer.

Missing opportunities?

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It is always interesting and sometimes surprising to find the number and quality of opportunities to be found in companies that continue to go unnoticed. I suppose a large part of being able to see opportunities is to see things with different eyes (or glasses). I have found that people that are new to a company are a great resource that is often not tapped into.

These people whether new employees, contractors or consultants – or even for that matter, visitors, will often ask some basic questions or have ideas that seem “silly” or not realistic. But it is just these questions and ideas that should be recorded and reviewed, before an arbitrary answer is given, such as “It’s just not possible, you don’t understand our industry/market/equipment/culture/etc,”

Seeing issues and other opportunities without the incumbrance of “history” gives weight to the benefit of these ideas. If effort is taken to turn these ideas into reality, or find the final reason why they won’t work will put your company ahead of the competition, they too – more than likely – will have the same blind spots or issues. Does your company have a full and clear induction program for new employees? I don’t mean those that state “this is where you sit and these are the OH&S practices we follow”, but one that covers all their requirements as well as asking them to document after one week and again after one month what they see as issues or opportunities. In fact, it may also be to your benefit to ask visitors the same thing!

Don’t be caught out, don’t let your competitors get the jump on you. Working on these, often, obvious questions will put you in the position of being forced to review the situation actively. Use the “5x why” method (drill down 5 times, don’t just ask 5 questions at the same level.) Yes, it is agreed, everyone has an opinion but learn how to manage these and put them to good use – plus the fact that just by listening you encourage other ideas (and respect). It becomes a win win for all.

Cheers Mark

Team Meetings 101

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The comments are often the same – why do we have “Team” meetings, they drag on for so long, we just sit there and get talked at, we don’t get anything out of it, I have more important things…”

There are TWO primary reason for holding regular team meetings. The first so you  can update your staff with information you have and secondly so the staff can contribute information they have.  Sounds easy but it is often hard to manage.  The easiest way of managing any sized team meeting is to have an agenda.

  1. Have a start and end time for your meetings: Do not accept people coming in late, it is disrespectful to EVERYONE that is on time.  That said it is essential that the convener is there on time and prepared – no excuses.
  2. Keep everyone’s focus on the points under discussion: Do not allow side conversations, these disrupt the meeting and cause it to drag on. No mobile phones or turn off.  Do not allow people to do other work they perceive as urgent – they are either focused on the meeting or they do not come.
  3. Go through the list of subject prompts: allow everyone to have a say, but do not allow long discussions or let one point of view dominate or cajole others. Sample prompts: People, Processes, Products, Progress, etc – there are eight altogether.
  4. If there is a subject matter worthy of an extended conversation – have a separate meeting, ask everyone concerned to bring along relevant information ie be prepared with facts.
  5. If tasks are allocated: set an update/finish time and note it down.  Followup at the next meeting, if the job is finished then everyone is aware that things are getting done, if it is past its finish date then it is about how to get the job done, (Although performance issues are NOT handled here)
  6. Design a form that is continuous eg: word document that you can keep current, while saving snapshots after each meeting.
  7. Ensure the meeting stays focused on tasks and does not become a gossip or complaining session.

Meetings conducted properly will be short, effective and generate trust in the manager.  It will show the manager is Listening, Learning about staff ideas/issues  thus, staff should be more willing to follow their Lead .

I have a template available in MS-Word.