Hybrid models are considered as a useful tool to combine conventional methods with Agile approaches. Value Stream Mapping (VSM) is quite a known lean methodology, but by enhancing it with some agility it provides a state-of-the art tool for process optimisation as well as supporting underlying changes within the organisation. Through the iterative nature, quick-wins can be achieved at an early stage and therefore will provide the desired value with less attached risk.
But how does Agile Value Stream Mapping work?
Agility focuses on an iterative VSM process. To stay in Agile terms: “Sprints”. Each sprint (2-3 weeks) goes through 5 steps and target a defined result. They are also restricted to that target.
5 steps in Agile Value Stream Mapping
- Definition & Planning: Prioritisation of the key processes and/or events in scope with the relevant owners. Observe the underlying cycle time, process time, and defect rate.
- Problem Definition: Identification of major pain points (waste) and their impact. But also definition and ranking of challenges.
- Package of Measures: Creation of design principles. These focus on the challenges and define key actions.
- Target Design & Test: Development and test of the target event and/or process and get sign-off on change of scope. But also, introduction of potential Robotics solutions to enhance the target design and value creation.
- Roll-out / transition-to-live: Implementation and tracking of changes in scope and train relevant process stakeholders.
During the cycle or iteration, relevant processes will be marked on the Kanban board and shifted between the stages. This tool will help to keep track of the changes and the complete scope.
Agile Value Stream Mapping, are there benefits?
As a result of this hybrid model, changes are rolled out in a frequent manner. This creates value in an early stage and incorporates further changes that are identified during the implementation. Additionally, it is a low risk method.
Further implications for the organisation
Changes achieved successfully should be mapped back into the functional model and underlying IT with various potential positive implications, like higher overall integration, reduction of IT complexity, functional realignment and an overall lean organisation.
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