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A BPT BOOK REVIEW
January 2006
of 4
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Bulhoes Et Al. 2005 - Combining
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Learning to See by Mike Rother and John Shook Paul Harmon
In the past two months, there have been several articles on BPTren nature of process notation, especially notation suitable for use by managers who aren’t interested in automation. This discussion re again of the fact that the busin ess process improvement community made up of many different groups who pursue the general goal o improvement in different ways.
One of those communities communitie s is the Lean community, which is made up o process analysts that rely on workflow streamlining techniques developed at Toyoto Toyoto to improve business processes. Most proce associate Lean with the now classic book by James Womack, Dan and Daniel Roos, The Machine That Changed The World: The Stor Production: How Japan’s Secret Weapon in the Global Auto W Revolutionize Western Industry, In dustry, (Harper (Harper Perennial, 1990) an MIT st practices employed at Toyoto. Toyoto.
Learning to See: Value-Stream Value-S tream Mapping to Create Value and Eliminate Muda Mike Rother and John Shook The Lean Enterprise Institute, Ver. 1.3, 2003. $50.00, 105 pages
In the past couple of years many readers have probably begun to Lean with Six Sigma as most of the Six Sigma consultants have expand their quality control approach by incorporating Lean workflow st techniques into the Six Sigma curriculum. As the publication date of That Changed The World suggests, suggests, however, Lean has been an ind technology for well over a decade and has its own established meth and techniques and its own organizations and literature.
One group that has been promoting the Lean approach is the US is Enterprise Institute, a non-profit group that was founded by Dr. James in 1997. (www.lean.org www.lean.org)) The Lean Enterprise Institute provides trainin and has published a series of books and workbooks to help analysts le specific Lean techniques.
Master your semester with Scribd Free Foron 30this Days Some Lean gurus divide lean Read into two concerns, Sign up tobroad vote title which this b Kaizen” and “Process Kaizen.” essence, Flow Kaizen fo & The New York Times “Flow Not useful Useful In improving the flow of the high-level value stream while Process Kaizen Special offer for students: Only $4.99/month.
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on the elimination of waste. As a further generalization, Flow K concern of senior management while Process Kaizen is the responsib
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A BPT BOOK REVIEW
of 4
new paper 2
Bulhoes Et Al. 2005 - Combining
Search document
Learning to See by Mike Rother and John Shook
Learning to See: Value-Stream Mapping to Create Value and Elimin is a workbook written by Mike Rother and John Shook, with a Forewo Womack and Dan Jones. In this case the workbook is designed people to do Value-Stream Mapping. The workbook starts with an exp the technique, then offers exercises to help the reader learn how to cre her own Value-Stream Maps. The table of contents is straight forwar
Foreword Introduction Part I: Getting Started What is Value-Stream Mapping? Material and Information Flow Select a Product Family The Value-Stream Manager Using the Mapping Tool Part II: The Current-State Map Drawing the Current-State Map Your Turn Part III: What Makes a Value Stream Lean? Overproduction Characteristics of a Lean Value Stream Part IV: The Future-State Map Drawing the Future-State Map Your Turn Part V: Achieving re State You're Readingthe a Futu Preview Breaking Implementation Into Steps The Value-Stream Unlock full access with Plan a free trial. Value-Stream Improvement is Management’s Job Conclusion Appendices provide data for exercises an d definitions of icons Downloadthat With Free Trial
A quick aside. When the authors refer to a tool, they refer to technique. They do not refer to software. Indeed, they go out of their that software tools should not be used, since they distract managers from Free Foron 30this Days on the work of developing a Read high-level map. Value-Stream Map Sign up to vote title developed with a pencil and paper. It helps, in the authors' opinion, to Useful Not useful Cancel anytime. a managerial “tool” and to keep the managers focused on developing a overview.
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Learning to See by Mike Rother and John Shook
A BPT BOOK REVIEW
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Figure 1. A Value-Chain Map
Master your semester with Scribd Free Foron 30this Days Sign up totypes vote titleThe bold box A Value-Stream Map tracks twoRead different of things. product.The arrows and boxe & The New York Times wide arrows track the flow of actual Notthin useful Useful Special offer for students: Only $4.99/month.
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flow of information (orders, commands, decisions). In addition, there ar for customers and suppliers and transportation. The bold clear arrow
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A BPT BOOK REVIEW
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Learning to See by Mike Rother and John Shook
only two measures per subprocess (and two under the customer box) could just as well be more.
Although it isn’t shown on th is map, Value-Chain Maps often place across the bottom that indicate how long product in worked on w subprocess, and how long product takes to move between subp Similarly, there are a number of symbols that could b e added to indic Kanban activities occur. (Kanban activities involve the systematic us to help schedule and manage the flow of products.)
It’s hard to imagine that anyone could work their way through Learn and not come away with the skills needed to do create a Value-Chain explanations are straight forward and the pace moves from one step t providing exercises when they are needed. I’d strongly recommend th any Lean practitioner who wanted to learn how to develop a Value-Ch
Non-Lean practitioners might want to read a more generic book on Lea an introduction, before reading this book. Like the Six Sigma folks gurus are really into jargon. For example, the title suggests the boo you eliminate “Muda.” Unfortunately, the authors never bother to defin – which context suggests is related to waste. (In fact, a quick check of other Lean books didn’t result in a definition for “Muda,” so I conclu a piece of Lean jargon aparticular You're Reading Previewto the Lean Enterprise Institute. some other examples of this, which will frustrate some. In the en simplyUnlock just ignored “Muda” few other terms like it, and don’t thin full access with aand free a trial. much as a result. The basic concepts are clear enough and I am cer to draw Value-Stream Maps.
Download With Free Trial
More important, I understand how Lean practitioners approach str processes, and appreciate their emphasis on the importance of pus and continuous flow and will certainly incorporate those concepts i value chain work. As a result, I recommend this book without reserva Read Free For 30 Days Sign up to vote on this title business process analyst who wants a high-level overview of how to an Useful useful improve a manufacturing value chain. The book doesn’t make any effort Not Cancel anytime. how to apply these concepts to service industries and the reader wil find it a bit harder to see how some of these concepts will general
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