Value Stream Mapping in Engineering

Value stream mapping reveals uncomfortable truths. When we run mapping workshops, teams always discover their bottleneck isn't where they thought. Recent example: Leadership convinced the problem was development capacity. "If we just had more developers..." Mapped the actual flow with timing data. Found: Development and testing moved quickly Then everything stopped Security review was the constraint They'd been hiring developers for months. Should have been fixing the review process. This is why the mapping matters more than the methodology. You can implement every DevOps practice. But if you're optimizing the wrong constraint, you're spending money to stay stuck. The map doesn't care about assumptions. It shows what's actually happening. We use a lightweight version - half-day to map one value stream end-to-end. Not perfect data. Good enough to see the truth. Because precise data about the wrong problem is still the wrong data. What assumption about your bottleneck needs testing?

"Know the rules to know how to break them." I say this a lot. Especially about value stream and process-level mapping, strategy deployment, and rapid improvement (kaizen) workshops. Here's the thing: While we all need some sort of "training wheels" when we're learning new concepts—or lines to color within—eventually the training wheels need to come off, the lines need to go away, and we need to begin "freer form" drawing and painting. That doesn't mean you turn into a wild-west renegade nor ignore standards that produce consistent success. But it *does* mean that the work you do, the guidance you provide, the decisions you make, the actions you take become highly situational. Conditions matter. This is why improvement interventions of any sort need to be 100% tailored to the conditions present. Cookie cutter approaches and "programs" carry very high rates of failure. Is it more difficult to operate situationally? Of course. Are the results deeper and longer lasting? 100%. Case in point: This week I was onsite with a client helping them learn how to improve one of their value streams. Naturally, one of the methods I often use to help people learn to see the current state and create a blueprint for the future is value stream mapping. In the book Mike Osterling and I wrote and in our Academy courses on both process and value stream mapping, we recommend three "standard" metrics to determine more quickly and easily where obstacles to flow lie: lead time from process to process, process time for each process, and the %C&A (percent complete & accurate) or first pass yield, if manufacturing. We've worked with clients where the quality of the work wasn't a problem at all. So we skipped that metric. (But you have to make sure it's truly not a problem; sometimes quality problems are unspoken and/or hidden and using %C&A can reveal the truth.) In this week's case, the current state value stream ended up with 25 process blocks left to right. (It was longer than some because it was enterprise-wide, including invoicing/collections/etc.). The "break the rules" moment came when the team and I decided to only add Process Time to 7 of the process blocks because that's where the work effort was most problemmatic. Most of the other barriers to flow were delay-related due to other conditions. Adding process time to the full value stream would have taken a ton of time, which was better spend trading their investigator's hat for their innovator's hat, designing the future state. A facilitator wears many hats and "time management cop" is one of them. See what I mean? I would never had made that suggestion to the team when I first learned VSM in 2001. It has taken decades of practive to learn the difference between unbreakable standards and where, when, and why to flex. Practice, practice, practice. Think deeply and situationally. Know the rules to learn how to break them. I'd love to hear your thoughts and am happy to answer questions.

Ok, your process maps are perfect, but your customers are still waiting 3 weeks for delivery. Here's why:     I've seen teams waste 6 months mapping every detailed step while their lead times stayed exactly the same.   The problem?   Most executives treat VSM and Process Mapping as interchangeable.   Big mistake.   They serve different but complementary purposes.   Here are the key differences every leader should know:   1/ Scope    ↳ PM: Focuses on specific processes within departments  ↳ VSM: Visualises workflow with a broader view to identify waste   2/ Purpose    ↳ PM: Documents how work is performed step by step  ↳ VSM: Identifies VA and NVA activities across the business   3/ Level of Detail    ↳ PM: Shows detailed workflow steps, decisions, and interactions  ↳ VSM: Emphasise flows, with metrics like cycle time   4/ Analysis Focus    ↳ PM: Helps understand and improve specific procedures  ↳ VSM: Identifies bottlenecks, waste, and opportunities   5/ Use Cases    ↳ PM: SOPs, training new hires  ↳ VSM: Supply chain optimisation, Lean initiatives   Remember:   Process Mapping shows you HOW work gets done. Value Stream Mapping shows you WHY work takes so long.

Something I’ve learned over time: The real failure points in most organizations aren’t inside departments — they’re in the spaces between them. 👉 Handoffs. 👉 Dependencies. 👉 Moments where someone assumes the next person knows what to do. When I map a value stream, I slow down at every transition: ✔️ From human to system ✔️ From one team to another ✔️ From internal to external (vendors, platforms, patients, customers) And I ask the same questions every time: ❓ What exactly triggers the next step? ❓ Who owns the transition? ❓ What happens if it doesn’t work? Most teams skip this. They document what they control — and move on. But if you want a value stream that holds up under stress, you have to map the spaces where things fall through. Because resilience isn’t just about what you do. It’s about how you pass the baton — when it’s dark, loud, and nothing is going to plan.

Value Stream Mapping Roadmap: Structuring Lean Transformation Value Stream Mapping (VSM) is more than just drawing processes—it's a strategic method to visualize, analyze, and redesign how value flows across an organization. A well-executed VSM initiative follows four critical phases: 🔍 Select Product Family Define the scope and select a product or service based on volume and process similarity. Clarify the objective: reduce lead time, improve flow, increase customer satisfaction. 📊 Establish Current State Baseline Map the process as it actually works—collect real data on lead times, WIP, cycle times, and bottlenecks. Build a shared understanding of inefficiencies. ⚙️ Future State Design Apply Lean principles to eliminate waste and enable continuous flow. Design a future state that delivers value faster, smoother, and with less variability. 🚀 Develop Implementation Plan Turn your vision into action. Create a roadmap with clear priorities, get leadership buy-in, and monitor execution using visual management and KPIs. When done right, VSM becomes a catalyst for cultural and operational transformation—bridging strategy and execution, aligning people with process, and delivering real value. Are you currently driving a VSM initiative or planning one? . . . #LeanManufacturing #ValueStreamMapping #OperationalExcellence #LeanLeadership #ContinuousImprovement #VSM #BusinessTransformation #LeanThinking

Ever feel like you're working hard… but not necessarily feeling accomplished? That’s where Value Stream Mapping (VSM) comes in. It’s a method for visually mapping every step in the process of delivering value — from supplier to customer — so you can spot delays, rework, bottlenecks, and disconnects. 📌 It’s not just about your internal operations. A strong value stream map can stretch beyond your four walls, revealing misalignments between procurement, production, and delivery — even those rooted in supplier lead times or unclear customer expectations. And here’s the real benefit: ➡️ It gets everyone on the same page ➡️ It shows you where the real waste lives ➡️ It helps you fix what matters, not just what’s loud You don’t need fancy software or a huge team to start. Begin with one product, one process, and the people closest to the work. Map the current state honestly, then ask: Where are we adding value, and where is there waste? Sometimes the biggest breakthroughs start with just seeing the work.

Value Stream Mapping (VSM) stands out as a powerful Lean tool, employed to visually depict and analyze the various stages in delivering a product or service to customers. While VSM can offer valuable insights and aid organizations in pinpointing improvement opportunities, it's essential to be mindful of potential pitfalls: Unclear Objectives: Prior to beginning a VSM event, it is critical to establish clear objectives and expectations. Failure to do so may lead to a lack of direction, hindering the team's ability to extract meaningful insights from the mapping process. From my experience clearly defining the “Problem Statement” to be addressed is critical prior to beginning , ensuring alignment throughout the organization for a successful investment of time and credibility in the VSM process. Data Inaccuracy: The accuracy of data are pivotal for Value Stream Mapping. If the data used for mapping is outdated or inaccurate, the resulting insights may not accurately reflect the current state of the value stream, potentially leading to flawed decision-making. Regular reviews are essential to ensure the map remains accurate and relevant as value streams evolve over time. Lack of Cross-Functional Collaboration: VSM is most effective when it incorporates input from representatives across various departments. Conducting mapping in isolation or without input from key stakeholders may result in an incomplete representation of the entire value stream. In addition, the designated Champion/Leader should possess the authority to drive identified actions and have executive-level support to address roadblocks through an established Escalation process. Not Considering External Factors: Value streams are often intertwined with external suppliers and customers. Overlooking the impact of external factors, such as supplier delays or shifts in customer demand, can diminish the effectiveness of the mapping process. Involving all key stakeholders in a Value Stream is instrumental for driving improvements. Ignoring Cultural Factors: Organizational culture significantly influences the success of improvement initiatives. Resistance to change or a lack of employee buy-in can undermine the impact of a well-drawn value stream map. Cultural considerations are crucial for meaningful improvements. Focusing Solely on Efficiency: While efficiency is a worthy goal, an exclusive focus on speed and cost reduction may neglect other essential factors such as quality, flexibility, and customer satisfaction. A balanced approach is necessary for overall success. The following are a couple of examples of VSM events held at #CenterLine. It is crucial to strike a balance between conference room activities and “going to the Gemba," where the actual work is performed. Feel free to reach out with any questions, and we look forward to seeing any comments others may wish to share of their VSM experience. Thanks & Happy New Year! #vsm #leanmanagement

If you want to improve your process, you first have to see it clearly. In our Value Stream Mapping workshop, we don’t just talk about theory; we walk the floor, gather real data, and build out the Current State Map together. Then we dig in: 1. Identifying where the waste is hiding. 2. Listening to the people closest to the work. 3. Layering in lean tools like 5S, SMED, Kanban, and TPM. 4. And step by step, we convert that Current State into a practical, achievable Future State. It’s not about guesswork; it’s about structured discovery, cross-functional insight, and building a roadmap everyone understands. Because when people see the problems, they start solving them.