Every company has its flows to generate value!

The main value stream is the one that “touches” by the customer, either through the product, service or solution that the company provides and keep improving and developing to deliver in the market.

However, there are at least two organizational value streams, one called development streams, which are created to improve capacity and functionalities in the company’s operation streams.

Operation or Development stream? Which one is more important for you now?

Value Stream Management (VSM) is a methodology used in Lean Manufacturing and Agile development to analyze and optimize the flow of value through a manufacturing or software development process. It focuses on identifying and removing waste, reducing cycle times, and increasing efficiency in order to deliver value to customers as quickly and effectively as possible. The goal of VSM is to create a smooth, continuous flow of work from the start of a process to the delivery of a product or service to the customer. This is achieved by mapping out the entire process, identifying areas for improvement, and continuously making changes to the process to increase efficiency and eliminate waste.

Value Stream Mapping (VSM) is a visual representation of the flow of materials, information, and activities involved in delivering a product or service to a customer. It is a key tool used in Value Stream Management (VSM) to identify and eliminate waste, reduce cycle times, and improve overall efficiency in a manufacturing or software development process.

VSM is typically created by mapping out the current state of a process, including all the steps involved, the flow of materials and information, and the time and resources required for each step. This allows for the identification of areas where waste, delays, and inefficiencies exist. The next step is to create a future-state map, which shows how the process could be optimized to reduce waste, increase efficiency, and deliver value to the customer more quickly.

By comparing the current state map with the future-state map, the team can identify specific improvement opportunities and develop a plan for implementation. The VSM process is ongoing, with regular reviews and updates to the map to ensure continuous improvement.

A framework for Value Stream Management typically includes the following steps:

  1. Define the value stream: Identify the end-to-end process that creates value for customers and stakeholders. This includes mapping the flow of materials, information, and value from the initial conception of a product or service to delivery to the customer.
  2. Assess current performance: Analyze the current state of the value stream to identify areas for improvement. This includes measuring cycle times, lead times, and process efficiency.
  3. Identify areas for improvement: Using the information gathered in the assessment phase, identify areas where waste and inefficiencies exist and prioritize them for improvement.
  4. Develop a plan for improvement: Create a detailed plan for implementing improvements to the value stream. This may include implementing new processes, technologies, or tools.
  5. Implement improvements: Put the improvement plan into action, making changes to the value stream as necessary.
  6. Monitor and measure: Regularly monitor the value stream to ensure that improvements are having the desired effect and make adjustments as necessary.
  7. Continuously improve: Continuously evaluate the value stream and make ongoing improvements to increase efficiency and effectiveness.

This framework provides a structured approach to Value Stream Management, helping organizations to identify areas for improvement, implement changes, and continuously improve the flow of value to customers.

The challenge of aligning different value perspective views arises when different stakeholders have different priorities, goals, and perspectives on what constitutes value. This can lead to misalignment, conflict, and inefficient use of resources.

For example, a product development team may prioritize the development of new features, while operations may prioritize cost efficiency and reliability. If these perspectives are not aligned, the product development team may prioritize features that increase costs and complexity, while the operations team may resist changes that increase costs without providing a clear benefit.

To address this challenge, organizations need to engage in open and honest communication between stakeholders to understand each other’s perspectives and priorities. This may involve developing a shared understanding of the customer’s needs, the organization’s goals, and the measures of success.

It is also important to create a culture of collaboration, where stakeholders are encouraged to work together to identify and resolve conflicts and find solutions that benefit everyone. In some cases, it may be necessary to re-evaluate priorities, goals, and measures of success to ensure that everyone is working towards the same outcomes.

Ultimately, the key to aligning different value perspectives is to create a shared understanding of what constitutes value, and to engage in ongoing communication and collaboration to ensure that all stakeholders are working towards the same goals.

Creating value interfaces to componentize service delivery chains involves breaking down a complex process into smaller, more manageable components, or “services”. This can be achieved through the following steps:

  • Identify the value stream: Map out the end-to-end process from the customer’s perspective, from the initial request for service to the final delivery of value. This will help you to understand the different stages of the service delivery chain.
  • Define the services: Based on the value stream, identify the different stages of the service delivery chain and the activities involved in each stage. These activities can be grouped into individual services that can be delivered independently.
  • Specify the interfaces: For each service, define the inputs and outputs that are required to deliver the service. These inputs and outputs represent the value interfaces between services.
  • Test and refine: Test the value interfaces between services to ensure that they are working as intended. Refine the interfaces as necessary to ensure that they are providing the desired level of value and are aligned with the needs of the customer.
  • Continuously improve: Regularly review and evaluate the value interfaces and make improvements as necessary. This will help to ensure that the componentized service delivery chain continues to deliver value to customers.

By breaking down the service delivery chain into smaller, more manageable components, organizations can create more flexible and scalable service delivery chains that are better aligned with the needs of the customer. Additionally, componentizing the service delivery chain can help organizations to identify areas for improvement and to streamline processes to reduce waste and increase efficiency.


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