Value stream mapping is a tool commonly used in lean continuous improvement programmes to help identify, understand and improve the material and information flow within organisations. Value Stream Mapping captures and presents the whole process from end-to-end.

Unleash & Engage worked with the Department for Environment, Food & Rural Affairs, starting with the design and delivery of a number of value stream mapping workshops.  Creating interstate value adding processes and robust implementation plans across this complex organisation.

A Value Stream Mapping ‘Train the Trainer’ Programme was then designed and delivered to train a number of key individuals to lead and run value stream mapping workshops throughout the organisation to enable all employees to understand and participate in the process to achieve optimal results.

 

 

 

 

 

 

Working with the Couravel Leadership Team we Designed and delivered a value stream mapping programme for use within their client base. This enabled them to establish a complete market offering delivering interstate value adding processes and robust implementation plans within complex organisations.

A Value Stream Mapping ‘Train the Trainer’ Programme was then designed and delivered to train a number of key individuals to lead and run value stream mapping workshops throughout the organisation to enable all employees to understand and participate in the process to achieve optimal results.

Article by Mark Gregory:

So engage the employee and it makes a difference to your customer which makes a difference to your profit. Not rocket science I hear you say! Agreed. So why don’t you do it then or worse why do you pretend you do it?

A service culture at its heart must be an engaging culture; a culture whereby every internal customer must be engaged as a whole person. This means equipping our people managers and leaders to think and behave differently and use the lean tools as customer service tools. When I help organisations embed a lean philosophy my advice is generally to think of the lean tools as an engagement vehicle and the improvement interventions as an opportunity to engender greater levels of employee engagement first and improve the business secondly. When we do this we obtain more of the whole person. The more we tap the whole person, the individual, the more engagement we obtain. Back to the Sears proposition.

So what about employee engagement mapping instead of value stream mapping or visual engagement instead of visual factory or leader prevention training instead of accident prevention training. I also often hear those who work in the field of lean philosophy talk about empowering the staff. Just imagine how easy that would be if we focus on the person before the process.

For those of you that are still not quite there and are thinking, “that’s not the real world the answer is simple, if you are not careful the internal customer is only doing what you want on the outside and my experience suggests what’s on the inside eventually appears on the outside. I am not saying this is easy as those who have tried leadership and engagement will tell you it is relentless and unforgiving, but we should be familiar with this as that’s what customer loyalty is like.

As Alan Jones, Chairman Emeritus of Toyota UK said, “Wherever you work, your job as a manager is to make your people the very best they can be – and usually they don’t know just how good they could be. It’s individuals that make the difference. For Toyota, this approach is not based on altruism – though it is based on a profound respect for its members. It is predicated on the firm belief that the most valuable asset the company has is its people, and that enabling them to have an intellectual and emotional relationship with their work, as well as a financial stake in the success of the company, is the key to continuous product and productivity improvement from the shop floor to the boardroom. Toyota’s people are their competitive advantage.”

So who is the real customer really?

Click here to read part 1..