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Driving DevOps with Value Stream Management

You're reading from  Driving DevOps with Value Stream Management

Product type Book
Published in Aug 2021
Publisher Packt
ISBN-13 9781801078061
Pages 676 pages
Edition 1st Edition
Languages
Concepts
Author (1):
Cecil 'Gary' Rupp Cecil 'Gary' Rupp
Profile icon Cecil 'Gary' Rupp
Toc

Table of Contents (23) Chapters close

Preface 1. Section 1:Value Delivery
2. Chapter 1: Delivering Customer-Centric Value 3. Chapter 2: Building On a Lean-Agile Foundation 4. Chapter 3: Analyzing Complex System Interactions 5. Chapter 4: Defining Value Stream Management 6. Chapter 5: Driving Business Value through a DevOps Pipeline 7. Section 2:VSM Methodology
8. Chapter 6: Launching the VSM Initiative (VSM Steps 1-3) 9. Chapter 7: Mapping the Current State (VSM Step 4) 10. Chapter 8: Identifying Lean Metrics (VSM Step 5) 11. Chapter 9: Mapping the Future State (VSM Step 6) 12. Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8) 13. Section 3:VSM Tool Vendors and Frameworks
14. Chapter 11: Identifying VSM Tool Types and Capabilities 15. Chapter 12: Introducing the Leading VSM Tool Vendors 16. Chapter 13: Introducing the VSM-DevOps Practice Leaders 17. Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders 18. Section 4:Applying VSM with DevOps
19. Chapter 15: Defining the Appropriate DevOps Platform Strategy 20. Chapter 16: Transforming Businesses with VSM and DevOps 21. Assessments 22. Other Books You May Enjoy

Phase 3 – leveling

At this point, the VSM team has conducted a series of Gemba walks to collect information they used for their value stream mapping exercises. They have built a current state map and future state maps to guide improvements in meeting customer demand and implementing continuous flows. The last future state map they will construct helps guide improvements in production leveling.

Leveling is a strategy that's used to distribute the work required to support our customers' demands over time. Our goal is to continuously feed our value stream with new customer orders, at the rate of the Takt time, so that we don't lose production time while waiting for new orders to arrive and have other times where the value stream contains more work than it can take on.

In an ideal state, production leveling aims to produce the same number of items consistently and just at the rate of the Takt time. Unfortunately, customer orders don't often come in as...

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