Value Stream Mapping is a technique that helps you as a manager uncover structural flaws in your organization, such as a lack of cooperation between departments. You create (with the line managers involved) a Future State value stream map containing a vision of how you want the organization to operate in 1 to 3 years. Each subsequent vision makes the flaw smaller each time, through three interventions: continuous flow, pull and leveling. The first day revolves around first learning to see the organization's actual problem, and it provides the capstone for the rest of the program.

The following topics will be covered:

• The three components of a value stream map: information flow, material flow and timeline
• Complications and pitfalls in current state value stream mapping
• Why these three components are needed to see overproduction
• The core of value stream mapping: eliminate overproduction
• Simulation: current and future state mapping
• Pitfalls in future state value stream mapping
• Future state value stream mapping
     

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Continuous flow is a method in which we combine local efficiency of our resources with optimal efficiency of the entire organization. Continuous flow consists of three different flows, all three of which must be set up properly for it to work well: the flow of materials, the flow of people, and the flow of information. Most situations are complex and non-standard, on this second day you will learn how to create continuous flow even in these situations.

The following topics will be covered:

• The three types of flow in continuous flow
• How continuous flow differs from piece processing
• Techniques for understanding current flow
• Techniques to design better flow
• Simulation: creating real continuous flow

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Leveling is one of the most important techniques for repairing structural woe in processes. There are two forms of leveling, both of which are necessary: volume leveling and mix leveling. The first creates calm in the organization; the second lets you get more and more in control. With leveling you can reduce intermediate stocks and backlogs, you can spot problems much earlier and do something about them! In the simulation we practice this and you will notice that it is much less difficult than it seems.

The following topics will be covered:

• Closing stock as a buffer against demand variation
• Choosing the pacemaker (the one point at which the value stream is planned)
• Two types of leveling: volume leveling and mix leveling
• Iwata's five steps to leveling up
• The effects of leveling
• Simulation: leveling in practice

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Continuous flow from start to finish is virtually impossible anywhere. Wherever flow is not possible, you can work with pull to correct the organization's flaw. Pull ensures that all departments work together effectively without everyone interfering with each other's work. Pull is eminently important within your organization, between departments and processes. Because there are very many different situations, there are also very many forms of pull. And it is not for nothing that one of the better known forms of Agile is called "Kanban", because it is an elaboration of pull for service providers. All forms of pull we will also put into practice in the simulation, so that you know what you want to work towards in your own organization and what that might look like.

The following topics will be covered:

• Three types of pull systems: complement pull, sequential pull and mixed pull
• Types of pull signals
• Six rules of kanban
• Three ways to paddle batch processes
• Simulation: a working pull system

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On this day, we do the following:

1. Now that you know all the interventions in a future state VSM ( the three target states: flow, pull and leveling), learn how to design a future state from a current state.
2. You will learn how to effectively transform your vision (future state) into subprojects, so that different executives in the chain can all take on a part - and how to then steer and adjust the transformation.
3. We link all topics together in a management routine that you go through every 1 - 3 years. This clarifies the function of each subject and their interrelationships.
4. We show how to use this routine to make your organization a learning organization. As a result, the organization is continuously able to see and address key issues.
5. Lean accounting is a collection of techniques to monetize operational improvements. Improving the value stream frees up capacity. The box score helps the value stream manager compare scenarios to make that newly available capacity useful.

The following topics will be covered:

• Designing a future state map
• Goal states and goals
• Managing transformation with a value stream plan
• Value stream management: creating a learning organization
• Lean accounting

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In order to be successful as an organization with the mentioned interventions, you will have to realize the vision for the next 1 to 3 years in subprojects with your colleagues. We use the A3 method both as a management process and to develop our people.

Skills

A great technique for structuring a sub-project is the A3 management process. What is essential is that the people who start working on an A3 project are given direction and are supported and 'coached'. In Lean terms, we talk about 'mentoring': we have a clear picture of a number of crucial skills, then we start developing them in a very focused way: analytical skills, communication skills, social skills and business skills.

Behavior

In addition to mentoring, coaching is also important. Lean coaching is about developing behaviors in which people take responsibility, take initiative, and truly reflect.

The following topics will be covered:

• Three main forms of A3: problem-solving A3, kaizen A3, and status A3
• The storyline of an A3
• Mentoring: targeted development of 7 skills
• Coaching: targeted development of 4 forms of behavior
• Role-playing: mentor and coach the trainer

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You have the optional option with this course to be certified by us as Lean Black Belt . If you pass, you will receive your Lean Black Belt certificate issued by the globally recognized Lean Global Network. You do this by taking a theory test on your knowledge of Lean. You will be asked several open questions (at an insight level, so no repeating rows) and a case study to work on. You will also demonstrate through your practical assignment that you are able to improve processes with the help of Lean techniques by carrying out an improvement project.

We recommend that you also start your improvement project within your own team or department right at the start of this training. This way we take your own practice as a starting point and help you to really get started with Lean in your daily work. Which (cross-departmental) product family do you want to improve?

We would love to help you complete this training and your improvement project successfully! Experience shows that participants with coaching by one of our experienced Master Black Belts complete their projects faster and with greater impact and results. So it is a very good investment in yourself and your project to have yourself coached towards practical certification.

If you want to be certified as Lean Black Belt , we recommend that you also purchase at least 8 hours of coaching. You will be assigned a regular Master Black Belt coach and together with your coach you will schedule 8 online coaching appointments at your desired moments/milestones in your improvement project.