Sales and Service Planning with PDCA

Many of us use different planning instruments and schedulers. Kanban being one of the most familiar methods to readers of this blog. In the last several months, I have written about the Last Planner®  (Last Planner is a registered trademark of Lean Construction Institute (LCI)) and have had several podcast on the subject most notably with Lean Construction experts  and specifically with Alan Mossman discussing his latest updates in the Last Planner® – 5 + 1 crucial & collaborative conversations for predictable design & construction delivery.

In the podcast, We don’t use a Transactional Contract for Marriage, Why for Projects?, with Alan Mossma of The Change Business we discussed The Promise Conversation Cycle. An excerpt from that conversation is in the blog post, The Discipline of Managing Promises. This conversation is the key component of The Last Planner. If we are going to create collaboration, a social process, we must define and adhere to a structure that builds trust and removes uncertainty in an uncertain world.

Our world is increasingly more collaborative driving changes in the way decisions are made. Our organizations need to change to a collaborative structure but the question is, where do we begin? I am amazed how Lean happens to be there when I am ready to use it. It reminds me of the old Buddhist proverb, “When the student is ready, the teacher will appear.” The workplace mission is defined within Toyota from the question “For whom and what type of value added products and services should be provided?” In this way, measures are created from the value added problems from the conversation.

When people consider Lean in Service Design or in Sales and Marketing, they think of Standardization. In the people word of Design and Sales, it is strongly resisted. Even in software development, I see strong resistance to the term standards. They instead call them policies. In another post, I disagreed with the terminology used in  David Mann’s book,  Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition (which I consider the bible for Leader Standard Work). In the book, he allocates the time spent in standard work from a high as an operator of 95% to executive having as little as 10%. When that message is translated to services or sales many times people/organizations take that number literally and try to apply it to sales and service. I think customer facing jobs should have a high degree of flexibility and the reason for is stated very well in  Dave Gray of The Dachis Group recent book, The Connected Company. He says,

Customers have a tendency to resist standardization. The more you try to standardize their service requests, the more you will anger them. Not a good recipe for customer satisfaction or long-term business growth.

Dave’s also discusses The Law of Requisite Variety stating that any control system must be capable of variety that’s greater than or equal to the variety of the system to be controlled. We will agree that the greatest variability and greatest value occur in our customer facing jobs of sales and service. If we also use the “Job to be Done “ metaphor of Clayton Christian explained in blog post, Can we drop Product and add Value to Development or Innovation?, we recognize the place of work in sales and service needs to handle the greatest variability.  It seems to be a non-standard process.

Lean is a methodology, some call it culture, that is built on the scientific problem-solving method which is in Lean terms called PDCA.  We form a (P) hypothesis, (D) test it, (C) measure it and (A) adjust to it. PDCA is a method that is built to handle the variability. It is a perfect match but why is it so often resisted. First, if we choose to recognize our conversation with the customer as a mini-PDCA cycle, Lean starts making sense. Earlier, we discussed the Promise Conversation Cycle; I see it as a well detailed conversation based on PDCA. However, we split the PDCA cycle in half with one side being the Performer (Seller) and the other side the Customer.

The fundamental goals of this cycle should be one of discovery, learning and adaptability with a shared responsibility for a successful outcome. That implies that it is all about engaging both organizations into effective problem solving and learning. In applying this, think of the cycle in terms of a series of iterative loops of problem solving and knowledge creation.  For a more detailed explanation of this refer to blog post, SALES PDCA Framework for Lean Sales and Marketing.

How this fits in with Lean Standard Work and The Connected Company will be discussed in a series of blog posts this week.

You may be interested in the Lean Service Design Trilogy Workshop.

Applying Lean in the Lean 3P Design Process

Allan R Coletta is a chemical engineer with an extensive background in manufacturing operations, supply chain and engineering, gained while working in the chemical process and healthcare diagnostics industries. He recently authored a book, The Lean 3P Advantage: A Practitioner's Guide to the Production Preparation Process.

Allan is my guest on the Business901 podcast next week where we discussed the Lean 3P Design process. This is a great follow up to a recent podcast, Lean Design interview with Ron Mascitelli.

Joe: You made a statement to me, that the 3P process applies Lean liberality at the point in the process where it can have the most influence. Now, I'm an old manufacturing guy, and I know that most of the cost is designed into a product and is not the fault of purchasing or production, but the word liberality stuck out to me. What did you mean by that?

Allan: When I used that statement, it really is a significant part of what you're trying to do when you think about it. Particularly, I was just involved in a week ago, in a week long 3P event, looking at a layout for a new production facility. When you're looking at a new facility of any type, or even an expansion of an existing facility, you're considering the maintenance of the equipment. You're considering the location of people or a Kanban system. When you think of normal Kaizen type of approaches that we use, in manufacturing, particularly, you'll select a tool, you'll say well, this week, we're going to look at quick change over, and so you do quick change over. Then you say; now we're going to apply standard work, so you look at applying standard work to your process, or then we're going to use some visual work display, and we're going to start applying that. We tend to take our tool off a shelf and apply it. With 3P, what you're trying to do, during  this event structure, is you're trying to get all of those tools out onto the workbench.

You're trying to play with them, look where things are stored, look at how things are going to be maintained, look at the flow within the layout, look at the impact of the operators, on the operators, the material handlers, all of that gets dialed into your thinking. When you're building something, it's a situation where you're actually getting all of those various inputs, brought to the table, checked around, tossed around, argued about, and finally, resolved in some way that satisfies the majority of the needs. It really is a neat process for bringing all the tools in.

In the 3P process, one of the things that you always do with almost any change event is you try to establish a charter, and you set the boundaries that you need and establish what criteria are the most important for you to try to evaluate your designs. When I say that, I found it's probably around 30 different criteria you could select from, and different people use different ones, but there are certain ones in any project that are going to bubble up to the top as more important than some of the others.

In some cases, one of the criteria might be low capital costs. If you don't have a lot of budget, then it's saying that, by virtue of that, you're going to have to find some ways of being very creative in coming up with low‑cost solutions. In other cases, you may say that, well, safety and environmental is a major concern because of the nature of the products we'll be dealing with or the materials. But upfront, people select what the major criterion is that they're looking at. As they develop these various designs, it could be people involvement, it could be capital, it could be any number of criteria.

Then you're evaluating your designs based on the criteria that you know are important to your business, so it makes it a very flexible process. But it makes it one were upfront you understand what the key things are you're looking to accomplish, so it takes some of the arbitrary nature of the decision process out of the way and allows you to have a very data based decision process that you go through in evaluating these designs you come up with.

Allan’s Lean experience started while serving as Site Manager for ICI Uniqema’s largest Specialty Chemicals plant in North America and continued to expand is his role as Senior Director of Engineering for Siemens Healthcare Diagnostics. His passion for manufacturing and engaging people in continuous improvement continues to grow through personal application of Lean principles. Allan serves on the Delaware Manufacturing Extension Partnership’s Fiduciary and Advisory Boards, and is a member of the Delaware Business Mentoring Alliance. He is also a member of the American Institute of Chemical Engineers and the Association for Manufacturing Excellence (AME).

Gemba Walks for Service Excellence

Do you need a fresh perspective on how to apply Gemba Walks? For starters, are you visiting the areas where your service interacts directly with the customer? Are you looking to identify new service delighters and make a lasting  positive impression on customers? Bob Petruska of Sustain Lean Consulting has written a new book, Gemba Walks for Service Excellence: The Step-by-Step Guide for Identifying Service Delighters, that describes these types of experiences. It is heavily illustrated and includes a CD of his innovative “placemats” designed to provide stepping stones on a development path for your team to achieve a competitive advantage.

Bob is my guest next week on the Business901 podcast. Below is an excerpt from the podcast. 

Joe: One of the key things that jumps out at me in your discussion, you talked just briefly about innovation. Innovation really comes from that customer experience, doesn't it?

Bob:  Apple is really interesting as we learn more about it. There is a trial going on currently with Samsung. It's peeling back the onion giving us new information and new insights on how Apple operates, their innovation process. They're very team orientated. When you look at innovation in service, you can't do it in a vacuum, which is the reason why the Gemba Walk can't be done like the old undercover boss, where the CEO goes in disguise and incognito and tries to go behind the lines and work as an employee.

That's not a Gemba Walk. Some of the principles are similar, but Gemba Walks are done out in the open. There's one difference. The CEO is not necessarily involved in it.

We want people to go see for themselves and come up with something new and innovative and learn from someone else, see how that could be applied to their own industry.

For example, if you're in the healthcare business, and you're benchmarking another healthcare, you might benchmark the Mayo Clinic or whatever it is, but who's benchmarking the hotel industry from the healthcare? What could you learn about the customer experience through the eyes of checking in at a hotel?

I think what's really the key about the Gemba Walk is putting you in the shoes of being the customer, and you end up feeling like you are a customer. Would you enjoy the experience that you've created in that service design? That's just a question for people. What can you do to design your service system to do a better job to delight customers?

Joe:  If you're a healthcare facility, maybe you need to take a Gemba Walk at the Ritz?

Bob: Exactly! If you think about it, they have a check‑in a process, right? There's also a check‑in process at the hospital. When you go to the hospital, there's that insurance. You've got to show them the insurance card; how many times is it, nine times or 10? OK, I'm just kind of jabbing them a little. How many times do you have to write down that you don't smoke cigarettes? By the time you get down to the third floor, you've had to tell them you don't smoke cigarettes 10 times by then. It's just a question.

There're so many opportunities to improve that experience. Being on time is another one. How long should it take to get through? How do you manage the customers' expectations throughout the process? When you're standing in a big, long line, the last thing, you want to do is think that you're ignored, and that you have no earthly idea when it's going to be your turn.

80% of Companies believe they deliver a Superior Service, only 8% of Customers agree.
-Bain Companies

Lean Service Design Trilogy: Closing the Gaps between Perception and Reality: Preview the program

Sales and Marketing Infographic

Lean Marketing House (More Info): A starting point for creating true iterative marketing cycles based on not only Lean principles but more importantly Customer Value. Recommended 1st reading of series.

Marketing with PDCA (More Info): Targeting what your Customer Values at each stage of the cycle will increase your ability to deliver quicker, more accurately and with better value than your competitor. It is a moving target and the principles of Lean and PDCA facilitates the journey to Customer Value.

Marketing with A3(More Info): Enables sales and marketing to use the Lean tool of A3 as a structured approach for their problem solving, strategies and tactics.

Lean Engagement Team(More Info): The ability to share and create knowledge with your customer is the strongest marketing tool possible.

All 4 titles above available for instant download

Are you ready for showtime?–Taxi Terry

A one-of-a-kind cab driver, "Taxi Terry," created an "Ultimate Customer Experience ®" for business leader and #1 bestselling author Scott McKain. Listen as Scott speaks to a national sales audience of a top retailer and shares insights on distinction and customer service.

 

Scott is a best selling author. His books include:

ALL Business is Show Business: Create the Ultimate Customer Experience to Differentiate Your Organization, Amaze Your Clients, and Expand Your Profits
Collapse of Distinction: Stand out and move up while your competition fails (NelsonFree)
What Customers Really Want: Bridging the Gap Between What Your Company Offers and What Your Clients Crave

You may want to consider: Lean Service Design Trilogy Workshop

Lean in Sales and Marketing or

Sales and Marketing in Lean. I have always had a tendency to write about Lean in Sales and Marketing.  And, I have written a lot:

1. Lean Marketing House (More Info): A starting point for creating true iterative marketing cycles based on not only Lean principles but more importantly Customer Value. Recommended 1st reading of series.
2. Marketing with PDCA (More Info): Targeting what your Customer Values at each stage of the cycle will increase your ability to deliver quicker, more accurately and with better value than your competitor. It is a moving target and the principles of Lean and PDCA facilitates the journey to Customer Value.
   
3. Marketing with A3(More Info): Enables sales and marketing to use the Lean tool of A3 as a structured approach for their problem solving, strategies and tactics.
   
4. Lean Engagement Team(More Info): The ability to share and create knowledge with your customer is the strongest marketing tool possible.

However, I believe that was only one approach and the other approach I have failed to address directly and that is Sales and Marketing in Lean. I was recently approached by several sales and marketing people for that very reason and looked for a course that I could recommend for them. I never found what I was quite looking for. I found the traditional Lean Terms and a few Lean Services, but never found one that explained Lean from the outside-in. The way a Sales and Marketing person would view it. I put together a 90 day course outline:

1st month:

1. Principles of Lean
2. SDCA - Standard Work
3. PDCA - Continuous Improvement, 
4. EDCA - Lean Design (Explore)

2nd Month:

1. Leader Standard Work -  Standard Work
2. Kaizen & Kaizen Events - Continuous Improvement
3. Lean 3P - Lean Design, Product Development
4. Mapping - Process, Value Stream, etc.

3rd Month

1. Learning A3s
2. Hoshin Kanri
3. Applying Sales and Marketing in Lean 1
4. Applying Sales and Marketing in Lean 2

Would you add anything? Is there anything I am missing? Your thoughts?

 Do want to view the Lean in Sales and Marketing Workshop?

Culture Change, What we want is ROI

A lot of mutual trust and respect, and that faith has to develop over a period of time. We have to prove that the system is going to yield the kind of culture change results that we're looking for. You don't have too many CEOs that are out there looking for culture change. – David Adams

Below is an excerpt from next week’s Business901 Podcast with David Adams (@commanderadams), the executive director of the Kennametal Center for Operational Excellence. As of this writing there is still time to attend their North American Operational Excellence Summit. It is being held in Latrobe, PA at Saint Vincent College on October 16th this year. This year’s theme is “A Blueprint for Kaizen Culture“ and intends to draw connections between current continuous improvement efforts and the need for a human and operational balance.

David Adams: There has to be some sort of a management system that undergirds the system of tools. It's the management system that's the harder thing to get. You can throw a book about the Toyota management system at a group of people and say, "Go do this." But implementing a management system is like switching from Windows to Mac OS. It's a painful experience. You have to retrain your mind to think about the decisions that you're making, perhaps even down at the values level, if you will.

What does customer‑first focus mean? How does that translate into a daily decision‑making experience whenever problems are occurring in, say, quality or productivity or cost? Which one do I work on first? There're thousands of problems occurring every day. Which one do I work on first? If I'm customer‑first focused? We may address the quality over the cost problem, depending on the severity of it.

Joe:  When you take this on as an organization, there has to be such a leap of faith. It's not quite the blind leading the blind, but you have that feeling, don't you?

David: Absolutely. In your introduction, you mentioned mutual trust and respect. The first thing that has to happen is mutual trust and respect has to develop between the coach, and substitute whatever word you want there. We use the word "coach" the same way people use the word "mentor" or "sensei."

We've been down the road. We've seen the system and the framework implemented in enterprises as far‑ranging as car sales, to automotive or motor manufacturing, to health care settings and hospitals. A large portion of our business right now is in hospitals. Part of that is just developing mutual trust and respect, and it has to be at the highest level of the organization.

A perfect, perfect match for us is whenever a CEO, myself or my colleague coaches, would see eye‑to‑eye. You've heard the phrase or the cliché, "Being like‑minded," and that's essentially what it is. I can work with CEOs that maybe are expressing their management system differently, but if we're like‑minded, then we can begin to have that mutual trust and respect.

It involves the kinds of things that you wouldn't expect, the CEO who calls ‑‑ maybe even the most tactical question that he or she might have ‑‑ they're calling back to say, "How does this work in the system? How does this work in the framework that you're trying to teach us?"

A lot of mutual trust and respect, and that faith has to develop over a period of time. We have to prove that the system is going to yield the kind of culture change results that we're looking for. You don't have too many CEOs that are out there looking for culture change.

They may be mouthing those words and saying, "We want culture change," but truly what they want is a return on their investment and a change on the bottom line. We can get you there, but we can only get you there after you change the culture that undergirds your improvement system.

Are you structured to deliver waste free services?

The other day, I wrote about all the Maps in Service Design. Right or wrong, there has to be a reason we like all these maps. I think the idea of doing one is attractive to most but after starting the process many people get hesitant, the questions get hard. Whether we are mapping in Lean Service Design or in Lean Marketing, I find that the mapping process brings up a few questions like…

Who do we serve?

Is the service personalized?

Is customer experience everyone’s job?

Is service thought of as a competitive advantage?

Are we looking at measures holistically?

Is the service (touchpoint) good enough to create a desire to visit us again?

It becomes clear that many of us are simply not organized, structured in a way, to be able to deliver waste‑free services or sales support to customers. Many of us have years of work-arounds established to handle even the simplest of processes. And simply stated, we are only in control of our processes when we have documented procedures (paraphrased from Masaaki Imai). With proper documentation, mapping, it really starts making us think about the restructuring of our resources to better serve the customer. Or, at least it should.

You may be interested in the Lean Service Design Trilogy Workshop

Each one of these maps should be based on the end to end customer experience.  Creating that end to end mapping process is a struggle for most organizations.  And to get the most out of the process, we should understand and do the mapping exercise from the perspective of the customer. However, it starts getting more complicated and more questions surface:

Who are the influencers?

Are we creating memorable experiences, stories?

Is everyone willing to take ownership of the experience?

Is service reinforcing our company’s value proposition?

Are we measuring what counts to our customers?

It's a great focusing mechanism. What has to happen is the customer and value (as considered by the customer) must be kept at the forefront of the work. The biggest struggle most organizations have is just working (improving) on that little piece that they have direct control of instead of figuring out how to create that value for the customer.

What I like to see done is have customers become involved in this activity. Its remarkable how we can just get the blinders on and think that certain things that we believe are valuable to customers are found to be the direct opposite. So, if we don't get customers involved in some of these design processes, we don't end up with as good a result as a competitor that does.

You may be interested in the Lean Service Design Trilogy Workshop

Can you apply Process Thinking to Social Media

I think @RicDragon did it. Ric has unique insights grounded in marketing, process methodologies such as Lean, Social Media and traditional web know-how. This is a process that is repeatable and improvable and documented in his new book, Social Marketology: Improve Your Social Media Processes and Get Customers to Stay Forever. 

I had the pleasure of meeting Ric through Social Media before he wrote his book. This guy talked different. He talked about getting the fundamentals right; he talked about knowing where you were headed before you started and how to get there. But most of all it was simply explained, which caught my eye, a mark that is common to experts in a field.

An excerpt from the upcoming podcast.

Joe: What you're saying is that we really have to understand who we are.

Ric: Exactly. This is beautiful; we go from desired outcomes; we go to understanding who we are. Then we look outwards, and who is our audience? We do a piece of work that we call "micro‑segmentation." Now, micro‑segmentation, we're not just looking at the old-fashioned segments of yesterday's marketing. "Gee, soccer moms in Westchester who have a master's degree." We're going even deeper than that.

If we look at people, for instance, who like animals, perhaps I'm selling animal figurines. I'll go into the world of people who like wild animals, African animals, people who support elephant preserves. We go into domestic animals, and all the different types. We get into dogs, and we can get into breeds.

Finally, we reach a point of granularity that we're talking about the Airedale Terrier Kennel Club of greater Duluth, Minnesota, that type of granularity.

This piece of work is brainstorming. It results in an indented document which becomes a framework for all of our social media work because we can iterate through these various micro‑segments to find out where we can start to get engagement within their communities.

We can then research our micro‑segments to find out where their communities are, and in fact, research those communities doing what we might call "on-line ethnography," or it's been termed "net‑nography," analyzing and studying on-line communities.

Joe:  And this is not rocket science to do, is it?

Ric: Absolutely not. Of course, as we study these communities, we start to see what these people are talking about. We can start to engage that community or become part of that community, perhaps even becoming influential in that community. That's the whole community stage of the process framework. After the community stage, we've done the study, we can identify who's influential within these communities or outside of these communities. Then we can focus on the influencer piece of work, where we identify let's say a set portfolio of influencers.

We really work hard to engage those people. We follow their blogs. We comment on their blogs. We do what we call the "influencer project," where we can really get involved with those people.

For some organizations, particularly in B to B, you might totally put all of your social media energy into that type of influence or project.

Because, let's say if you sell antibiotics for poultry. Well, there're only five people in the world that you really need to talk to, or maybe 10 or 20. It's a pretty small audience. So you can really find out who's influential in that world and try to speak with them directly.

After you've gone through this process, you've looked at your desired outcomes, you've done your brand voice and personality, you've done the micro‑segmentation, you've studied the communities, and you’ve studied the influencers. At that point, you can put together an action plan.

Your action plan can be based on a lot of different elements of what your marketing objectives are, different types of plans that you can put together. Then, of course, measure, study, reiterate, and come back around and do it again.

Are there more Maps in Service Design than Time in Lean?

There seems to be as many maps in the Service Design world as there is time in the Lean world.  Have you ever thought of how many different types of time, there are in the Lean World? Lean has an infatuation with time: Lead Time, Takt Time, Cycle Time, Machine Time, Process Time, Value Add Time, etc. Service Design has a few types of maps that they consider, Process Maps, Journey Maps, Blueprint Maps, Net-map, Offering Maps, Mind Maps, etc. Not that I don’t enjoy the tools but it gets rather confusing.

I have been spending quite a bit of time investigating and trying different software.  Recently, I had the opportunity to discuss Process Mapping with Ben Graham. Ben has been helping people make sense of their processes for over thirty years.  He is President of The Ben Graham Corporation and author of the book ‘Detail Process Charting: Speaking the Language of Process; His company pioneered the field of business process improvement, and since 1953 has provided process improvement consulting, coaching and education services to organizations across North America. Ben’s Podcast will post this Thursday.

An excerpt from the Podcast:

Joe: In the service work and the service design type things that I get involved with, there is a lot of interest in customer journey maps or service blueprinting. Are you able to use process software for that?

Ben: We don't get into the emotion aspects of a customer journey map, but we do capture with a process map all the touch points where a customer is directly involved with a process, whether it's an internal customer or external customer. We have a detail process map, captures all the players in the process and where their touch points are. From that aspect, they're comparable. I think that, once again, they could work together.

Joe:  You're saying you can capture the touch points, the front stage actions, the back stage actions, and maybe even some of the support processes. But you're lacking the emotional side?

Ben:  We're capturing reality, regardless of how people feel about it when we're doing an as is process. We're capturing what happens. Now, when we get into analysis and we want to improve the process, that's where having that other map can provide some input possibly. We find out where the hurt points are and that can give us some focus on where we want to make some changes.

I have debated for a long time, whether it is better to master one or 2 process and using those the majority of the time. The problem in doing this of course is that if all you have is a hammer, then everything starts looking like a nail. The advantage though is the ability to distribute and explain the knowledge that is captured versus explaining the tool. There may be a significant advantage as people grow familiar with the tool and start seeing the information contained within it. 

Related Information:
Start with Journey Mapping vs Value Stream Mapping
Value Stream Mapping Workshop
Value Stream Mapping

Visual Management Board for Lean Service Design

This is the Visual Management Board that I use as part of Lean Service Design Trilogy Program. It allows the Lean Engagement Team and others, instant status updates. The goals of Visual Management is to connect people to the processes they perform, communicate successes and issues in the work area and show goals versus actual performances. I have always remembered and adhere to the statement that  Dr. Gwendolyn Galsworth said in a Business901 podcast, If you’re not Visual, you’re not Lean.

The board was created as part of the toolset for the Lean Service Design Trilogy Program. An actual Visual Management board may or may not include all of these components.

A brief description of the components, starting at the top right and working clockwise:

The Business Model Canvas is an analytical tool outlined in the book Business Model Generation. It is a visual template preformatted with the nine blocks of a business model, which allows you to develop and sketch out new or existing business models. This book has sold over 220,000 copies the past two years and has established itself as one of the leading sources of modeling for both startups and established businesses.

Important Dates and Events are noted.

The Service Blueprint contains Customer Journey Map, Onstage Actors(Employees), Backstage(Employees), Support processes and Vendors, and the Environment. I include the three components of value; social, emotional and functional. I have depicted a post-it-note in every block though in reality there seldom is.

Standard Worksheets are depicted for the Actors and Support teams. these can be auto-populate or completed by hand. I have also used Kanban boards in lieu of worksheets. Virtual Teams can use something as simple as Google Documents or many other popular software packages.

The Weekly Tactical and Monthly Strategic Sheets provide the discussion points and the line of sight between the actors/support teams and the Team Coordinators and Value Stream Managers.  

SALES SDCA/PDCA/EDCA: The SALES (this is an acronym, do not take it literally) part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager. Within the actual SDCA/PDCA/EDCA cycles the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. Is it primarily creativity, problem-resolution, or tactical execution?

Ideas and Risk matrixes are included to quickly identify any problems and opportunities that present themselves. These later can be included into the appropriate canvases.

The question always comes up, do I need a Visual Management board for each Value Stream or in lay terms services or products. My answer is the standard, it depends. Sometimes it will be for a group of products or services and other times it will be for only a “vital few”.

Lean Service Design Trilogy Program