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Book cover of Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

by Mike Rother

Publisher: Lean Enterprises Institute, Incorporated
Pages: 112
Other Format
ISBN: 9780966784305

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Overview of Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.

In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in Learning to See. This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a "future state" for each product family in which wasteful actions are eliminated and production can be pulled smoothly ahead by the customer.

In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future- state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.

In Learning to See you will find:

  • A foreword by Jim Womack and Dan Jones explaining the need for this tool.
  • An introduction by Mike Rother and John Shook describing how they discovered the mapping tool in their study of Toyota.
  • Guidance on identifying your product families.
  • A detailed explanation of how to draw a current-state map.
  • A practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did.
  • A detailed explanation of how to draw a future-state map.
  • A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix.
  • Guidance on how to designate a manager for each value stream.
  • Advice on breaking implementation into easy steps.
  • An explanation of how to use the yearly value stream plan to guide each product family through successive future states.

More than 50,000 copies of Learning to See have been sold in the past two years. Readers from across the world report that value stream mapping has been an invaluable tool to start their lean transformation and to make the best use of kaizen events.

The lean tool kit is intended to be a dynamic and continually evolving means of sharing knowledge between lean thinkers. We value your feedback on the tools and encourage you to share your experiences in using them.

Synopsis of Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

The Lean Enterprise Institute is a non-profit education and research organization founded in 1997 to promote the principles of lean thinking in every aspect of business and across a wide range of manufacturing and service industries. A major LEI objective is to create a full set of tools for lean thinkers to use in transforming traditional businesses.

The first tool in the lean tool kit is value stream mapping at the facility level as explained in Learning to See. Future tools presented in workbook form will include: lean scheduling; information management; accounting and performance metrics; supplier development; physical distribution, customer development; policy deployment; and mapping of entire value streams from concept to launch, and from raw materials into customer use.

About the Author, Mike Rother

Mike Rother began his career in the manufacturing division of Thyssen AG and has spent 10 years learning to apply lean practices through consulting at several different companies-both large and small. Mike also teaches at the University of Michigan, Department of Industrial and Operations Engineering, and studies Toyota. He finds there is always another level of lean to practice and understand.

John Shook learned about lean while working for 10 years with Toyota, helping that company transfer its production, engineering, and management systems from Japan to its overseas affiliates and suppliers. He now splits his time between directing the University of Michigan, Japan Technology Management Program, and working with companies to understand and implement lean manufacturing. And he is ever studying and learning about lean.

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