It may happen due to a lack of complete specification, or lack of automated test coverage. Partially completed work also causes a cascade of other waste since additional work is needed to push more updates and fill in the missing functionality.
Extra features are features directly not requested by users but cooked up internally on a hunch or speculation. Extra features may present themselves as well intentioned but often are a byproduct of a disconnect from actual customer needs.
Relearning waste can also occur from lack of internal documentation. If a software failure or outage occurs it is a best practice to investigate and document why the outage happened and how it was remedied. If a failure occurs again and it has not been documented, there will need to be another investigation and remediation. Relearning waste also occurs when a team or individual needs to overcome the learning curve of an unfamiliar technology.
Tech trends rapidly come and go. Flavor of the month frameworks and libraries get jumped on by junior developers pumped by market trends and hype. Even though an organization already knows how to build a certain feature they may have to relearn how to build it in new framework. Handoff waste occurs when project owners change when roles change or there is employee turnover.
Key team members leave and a project gets handed to a team member without context. This scenario is hard to avoid. Handoff otherwise occurs from poor management and changing team member priorities while in action. Handoff waste can also occur through communication pipelines. For example, in a DevOps team , the development team can integrate more closely with the operations team to help prevent any communication errors when passing off a product to be maintained.
This is an example of avoiding handoff waste. Delays usually occur when there are tightly coupled dependencies on a project Downstream execution on a project may be halted due to a dependency on an upstream decision or resource.
While it's best to avoid dependencies between these tasks, it can be challenging to perfectly decouple tasks. A delay in one task may cost delays in dependants. Delays can cause a cascade of waste.
Software development often happens at a rapid pace and tasks are distributed amongst team members. Task switching waste has similar qualities as handoff waste. Where handoff waste occurs when tasks switch owners between team members, task switching waste happens to an individual. Mental context switching is expensive. Efficient organizations work to optimize this mental state for their engineers.
Inefficient organizations bombard their engineers with non-critical distractions like meetings and emails that disrupt their workflow. Defect waste happens when bugs are pushed in software. Defects are similar to partially completed work but can be more wasteful because defects are unknown and partially completed work is usually known ahead of time.
Defects may be identified by customers and then reported to customer support, which can be an expensive pipeline that causes delays and task switching. Do your customers feel like it takes too long to deliver new features or improvements to a product? Publish the problem statement and get everyone on the same page. Empower a mature and experienced team who can skillfully address these problems in a timely fashion.
The C-suite should set aside enough budget to ensure that execution is uninterrupted. Once the problem statement is published, limit the scope of your value stream mapping accordingly. You may not need to map the release process in its entirety, and focus on a particular area instead. Be sure to review the bounded process. This can make a difference, since firsthand experience cannot be substituted by possibly biased narratives and possibly incomplete and inaccurate documentation done by others.
Define the steps. I conduct a value stream mapping analysis multiple times. While this may sound redundant, I have found missing pieces in the second pass that were not exposed in the first pass.
The app is available as both online and desktop versions, where the former can be accessed from the web browser, while the latter needs to be installed on your PC before you can begin drawing your value stream maps.
Another online diagramming tool to help you create various illustrations for all needs. Creately can be quite effective while working with a team. Offering real-time collaboration, Creately allows all your team members to work on the same diagram simultaneously, thus saving a lot of time that would be wasted otherwise. With all the features and options, Visual Paradigm can be considered a diagramming giant. The app, like most of its competitors, is available as both web and desktop variants. However, when talking about the latter, it supports Windows, Linux, and Mac platforms.
Learning Visual Paradigm is fairly simple as well due to all the interactive product tours and video tutorials available right on the official website itself. Best in the list, EdrawMax is one of the most efficient and easy-to-use value stream mapping applications present in the market today. Available for every major platform and with continuous updates, creating diagrams for almost all types of industries becomes extremely easy with EdrawMax.
Any tool that is easy to use has multiple templates, offers free upgrades is your best bet for value stream mapping software. With that said, only one app from the above list, EdrawMax covers the entire spectrum and is definitely worth trying. Value stream mapping VSM is defined as a lean tool that employs a flowchart documenting every step in the process. Many lean practitioners see VSM as a fundamental tool to identify waste, reduce process cycle times, and implement process improvement. VSM is a workplace efficiency tool designed to combine material processing steps with information flow, along with other important related data.
VSM is an essential lean tool for an organization wanting to plan, implement, and improve while on its lean journey. VSM helps users create a solid implementation plan that will maximize their available resources and help ensure that materials and time are used efficiently. It allowed Toyota to remove nonessential activities that created waste while maintaining the manufacturing process.
Understanding the scope of the value stream under examination is a good start when planning your lean process or value stream map. This map is a single area in your organization. However, when multiple plants, customers, or suppliers are included, an extended level map is created. Consider an extended level map as the view of the values stream at 60, feet, the facility level map at 30, feet, and the process level map at 10, feet. It is best to start at diagramming a facility level map before attempting to draw a process level map or extended level map so you do not optimize one area and suboptimize another.
Form a cross-functional team of high-level managers and supervisors from throughout your company. Consider also adding important suppliers to this group because an outside perspective can be helpful. Learn more about it and check out how to implement VSM with Kanban. As the market is getting more saturated by the day, customers are becoming increasingly pretentious and difficult to convince that you will provide the value they are looking for.
Thankfully, Lean has a way to get you ahead of the competition by visualizing and enhancing the value stream you deliver to your customers. The Value stream mapping process allows you to create a detailed visualization of all steps in your work process. It is a representation of the flow of goods from the supplier to the customer throughout your organization. For example, the value a software company delivers to its customers is software solutions and all features inside.
A value stream map displays all the important steps of your work process necessary to deliver value from start to finish. It allows you to visualize every task that your team works on and provides single glance status reports about each assignment's progress.
It is essential to clarify that value in Lean is everything that the customer would pay for. A clear example of such steps is the quality inspections that are irreplaceable in every production process. Value stream mapping became a popular practice with Lean's rise in the second half of the 20th century.
It was one of the foundations that made the Toyota Production System a manufacturing sensation, although, by that time, the term VSM was not present. However, it is a common misconception that Toyota invented the practice associated with visually mapping a workflow.
There are records of diagrams showing the flow of materials and information in a book called Installing Efficiency Methods by Charles E.
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