There is a lot of dispute about Value Stream Mapping software, and whether it should be used or not used. Most Lean practitioners will tell you that early introduction into converting your Value Stream Map into a computer generated document will hurt the overall flow of the procedure and be a detriment to the brainstorming process. They prefer using post-it-notes or pinning paper to a wall. Allowing as many people to interact is the whole point. I have a tendency to agree with the statement. Participation, interactivity is the key. In fact, when I build a marketing calendar for a company, I do the same thing. Even taking advertisements, direct mail pieces, etc. and pin them to a wall.
It works great except…many times it seems that I am explaining the process along the line. I end up teaching what a Value Stream Map or even a Marketing Calendar is and the purpose, we are doing it. Sure, I know that should all be done before hand but do we? Do we take the time? Many lean practitioners work hard to help an organization to improve their Lean skills. This is a slow, difficult and often frustrating part of the process. Computer-supported Value Stream Mapping may help Lean practitioners be more effective in this respect. Creating a simple mapping process for them to input into the software and through the use of the help section, both written and video supported, would not hinder the mapping but facilitate the actual process in the Value Stream Mapping Process. Explanation of the key concepts and how they are used would make the best use of everyone's time.
When setting initial assignments, don't require that a map be drawn but have a procedure to check off that the different nomenclature was understood. This will give most individuals solid footing for the meeting. You may want to do a webinar on VSM to facilitate the mapping process. Use the tutorials embedded in the software as a basis of discussion. This way there will be a reference point for everyone afterwards.
A better way, for those with both the technical agility and a suitably equipped classroom, is to do "live" mapping and update the actual process constructed on the wall every 15 minutes or so. Having a reference point can be very handy when you are taking down a stray path. This would also enable a wider audience as actual attendance would not be required. Especially in supply chain applications, you could have numerous suppliers and/or downstream and upstream customers participating from a distant. Another feature is that you may choose to schedule times when different participants would be available. Mapping in real time, can be difficult and beyond the scope of many organizations. However, if it is possible, it gives you instant documentation for the entire organization and a basis for a process that I would refer to as a true Value Stream Management process.
It should already be apparent that handling mapping can be a very different experience than is had when using the traditional method of post-it-notes. Value Steam Mapping represents information more densely and makes more information immediately available to the mind. It supports a wider range of interaction, which is ultimately what we are after. That said, these are the early days in computer supported mapping. For now, there needs to be a balance, but it is changing. I predict that since it is not a technology issue but a policy constraint that it soon will be common place. If not, you may be the like an accountant dealing with a system of ledgers and manual entries and Turbo-Tax has largely replaced that group.
P.S. I market Value Stream Mapping Software on my Site.
Related Blog: Why would you use Value Stream Mapping?
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