Improving value delivery
In Chapter 4, Defining Value Stream Management, you learned that James Martin articulated 17 common values streams. In his book The Great Transitions, Martin writes about the importance of defining and improving value stream flows as part of any business process redesign effort.
Martin built his concepts on Thomas Davenport's paper Process Innovation: Reengineering Work through Information Technology. In his paper, Davenport breaks down organizational value-adding processes into three categories:
- Product design, development, and manufacturing processes
- Customer-facing processes, including marketing and sales management, order management, and customer service
- Management and administrative processes
The important takeaway is that both Martin and Davenport evaluated process reengineering and process improvement initiatives through the lens of making value-based or value-delivery improvements, and with IT as a critical enabler of...
