Questions

1. Why is it not recommended to jump straight into mapping the desired future state of a value stream?
2. How does value stream mapping differ from process modeling techniques?
3. Why shouldn’t we automate a business process until we have made improvements to work and information flows?
4. Once the VSM team, value stream operators, and other critical stakeholders learn Lean processes, is there anything else they should do before executing their VSM plan?
5. What is the reason for having a standard set of symbols and icons for value stream mapping?
6. Collectively, what is the purpose of conducting Gemba walks as part of value stream mapping?
7. What are the three fundamental rules when practicing Gemba?
8. In which direction do you start to draw your current state map, and why?
9. In which order does a VSM team implement Lean improvements to a value stream?
10. What are the eight steps to draw a current state map?