This is a fantastic illustration of how to make the VSM more understandable and how crucial it is for a business plan. This demonstrates the business's simple step-by-step approach to providing services and goods.
I think this video did a good job illustrating the process for a coffee shop and also showing how we can interpret bottlenecks in the process and some possible solutions to correct errors. I think you did a good job of showing which areas should be tackled first to add the most value. Jaida Brown
It was highly effective how you visually depicted and explained the steps in your presentation to highlight the crucial roles within a business. -Joshua Fawkes
It is really good to draw out and illustrate your steps in your demonstration to show the important roles of a business. This can be applied to not just a coffee shop, but many other businesses or companies. -Antoinette
This is a great example of simplifying the VSM and showing what the process is for a VSM and how important it is for a business plan. THis shows an easy step-by-step of what the business will do as far as service and products.
It was much easier to understand because the steps were simply drawn out and process parameters like P/T (process time) and error rates were indicated. I really liked how he stressed how crucial it is to recognize the points in the coffee-making process when mistakes are made and where time is added. The practical implementation of VSM in a coffee shop setting was excellent. It was eye-opening to see how much time is spent waiting around during the non-value-added and waiting times. Cashauna Temple
This serves as an excellent illustration of streamlining the VSM, demonstrating its significance in a business plan. It provides a straightforward, step-by-step overview of the business's service and product processes. -Abhiyan Singh
I found the demonstration of Value Stream Mapping (VSM) in the video extremely helpful, showing its vital role in a business plan and how it simplifies the process of delivering services and goods. Bipul Aryal
Hi Alex. Tank you for watching my video and for commenting! Are there any other topics that interest you? If so, I will try to create more videos for you.
I like that you took it down a scale and simplified everything you were doing. It made it more understandable and gives real world experience. Thank you for going through the steps of how to break everything down too.
In this video, I learned the diagram illustrates the time frame required to operate the business effectively. Analyzing this information can assist in determining the necessary resources such as utensils and productivity factors (such as employees) required to efficiently manage and operate your business.-Cateria Brown
Hi si Nathan. Thank you for watching my video and for commenting. Are there any other topics that interest you? If so, let me know and I will try to make some videos for you!
@@DrDUniversity Dear Dr. D. Thank you for your reply. It will be great if there is a video explains how to use DMAIC for a simple LSS project. In this way, we will better understanding how those toolbox work together.
@@natahnsi Thank you for this feedback. Actually I have a black belt in Lean Six Sigma, and I was contemplating putting up a blackbelt course on RU-vid. Is this something that would interest you as well?
Loved your video on Creative Distruction! It's great to see Value Stream Mapping on an economics channel. There's this version that's part of business re-engineering "school". It stems from the LEAN era. It's very impactful to improve operations. Business Architecture uses the same jargon -Value Stream Mapping- but uses it differently to focus on how outcome processes are coordinated ("jobs handed across" roles vertically in the org/network/supply chain. Cybernetics ("science" of governance" ) also confusingly uses the same %&^$ acronym - VSM - 🙃 but it refers to Viable Systems Modeling, a collective learning model that focuses attention on patterns across and between nested and recursive systems. Include the Wardley Mapping process into the mix...BOOM! That's some of the ingredients for creative distruction. Entrepreneurial ideas aren't born "out of thin air". They are seeds that need moisture, sun and soil and cultivation. There's never been as much opportunity available for the asking in the history of the USA as it is in3023. Be brave. Be fair but mostly be nice. Go out seize it.
Thank you so much for watching my video and for your thoughtful comments. Have you seen some of the other videos on my channel? I also discuss Lean Six Sigma, entrepreneurship, strategy, a few Vlogs, etc.
The movement of resources and information as a product or service progresses from its start to finish is depicted visually in a value stream map.-Anthony Walker
In the video, I learned about value stream mapping, a tool used to analyze a business process. The map shows the steps involved in the process, how long each step takes, and any wait times between steps. - Nina Millender
Trent Lee- The diagram shows on the time frame you are looking at it actually takes to conduct the business. Looking at this, it can help you with how much untilsils, productivity (such as employees) you need to fit and conduct in your business
As opposed to the VSM for sweater making, in this video Dr.D drew out and explained the process steps before explaining the purpose and uses for different componentes of the diagram itself. ~Lynnaka Kellum
This serves as an excellent illustration of simplifying the Value Stream Map (VSM) and underscores its critical role in a business plan. It showcases the business's step-by-step approach to delivering services and goods. eniola
Thank you so much for watching and for commenting! Are there any other particular topics that interest you? If so let me know and I will try to make some videos!
Breaking down the process step by step and simplifying things makes it much easier to understand how to create a Value Stream Map (VSM). - Sandesh Gnawali
The diagram shows on the time frame you are looking at it actually takes to conduct the business. Looking at this, it can help you with how much untilsils, productivity (such as employees) you need to fit and conduct in your business
In this video the analysis emphasizes the need for optimization, potential investments in equipment, and training to improve efficiency and reduce errors in the coffee-making process which clearly articulates the idea of the business plan. -Jessica Grimes
The diagram illustrates the time frame required to conduct business operations effectively. By examining this, you can gauge the necessary resources and productivity levels, such as staffing, needed to operate and manage your business efficiently. -Kelvin Archer
1) Dr. D, in other resources I have seen for VSM, the value added time is written in the top spikes (whereas in yours the value added time is written on the bottom plateaus). So does it matter where you put the waiting time and where you put the value added time? 2) Also, in this specific example did we have to consider the value added time in terms of 1 hr intervals? Couldn't we just consider each P/T as the value added time (i'm assuming P/T stands for processing time)? So in that case the total value added time would be 2 hr 25 min. and the wait would be same as yours - 8 hr 32 min. Let me know why or why it's not possible to do it my way. Thank you so much and eagerly awaiting your reply and feedback.
Hi Manjesh Banawara. Thank you for watching and for commenting. So for your first question - sadly there is no "universally correct" way to do any management tool. The "right" way is the one that best tells your story. I have seen the value added time on both the top and the bottom. I usually say use the one the format that your boss, client, or professor tells you to use - knowing you may have to change it at a later stage. The key is just to do a quick explanation at the beginning so everyone is on the same page. Does this help? For your second question - I hope I have understood your question correctly. Yes, P/T means how long it takes you to do whatever step in a process - i.e. it takes Y minutes to process X amount of coffee beans. Yes, you can allocate it for any time interval - when I am teaching I try to keep the numbers simple, so I use 1 hour as the base. Does this help? Let me know if you have any further questions.
Hi Dr.D, It is very nice lecture. Could you please tell me what metrics can go into a process step? I believe metrics would be different depending on a business. Lets say we are talking about information technology process.
Hi Yulia. I apologize for missing this comment. Yes, you are right the metrics for each process will be tailor made for each VSM. Try to focus on items that are measurable - time and error rates are the basic ones. Then I would look at the "batches" of work - think about work orders - maybe you get them ten at a time or you need at least ten until you can do something with them. I do not know very much about IT, regrettably. I would think possible metrics for process steps would be how long it takes to accept and process a work order would be one, the amount of time it takes to process X number of network connections might be another one. If you can tell me more about the process you are examining, I would be happy to brainstorm some additional examples with you (I will be faster this time).
Hi Chelle Chelle. Thank you for watching my videos and for commenting! Are there any topics that interest you? If so, I will try to make some videos for you.
Hi Chelle Chelle. Thank you for this feedback. I am actually preparing a full course in Lean Six Sigma now. Is this something you would be interested in watching?
So how to you display P/T for complicated processes? What if the process time varies depending on complexity, 5 mins for straight forward actions but up to 15 for complex? Is it acceptable to do a range? If yes, do you also display on average a certain time is hit during that 5 - 15 min rage? For example P/T = 5 - 15 mins; Average P/T Rate 9 mins @ 85%. 50% would be the benchmark, therefore, any time that's consistently hits or exceed the benchmark is documented in the current state. Is this relevant in VSM? I'm worried that maybe too granular and the map could become a little cluttered with too much information if not relevant. I understand that you can do 2 streams for min & max P/T but what about the instances in the middle - there can be complexities and multiple decision points within a an already complex process - How would you handle those? Brew Beans (Bean Type) is a decision point that could have different P/T depending on the type of Beans.
Hi Todye4. Thank you for watching my video and for posting. Actually you could illustrate this variation in the process to show where you need to focus your efforts. If you have a P/T that is 5-15 minutes, this can communicate that process improvement is desperately needed in this step. Ideally, you can get that step in the process closer to 5 minutes. You can always twist a tool to tell the story that you think is the most relevant. Did I understand your questions correctly? Does this help?
Hi todye4. There are a variety of ways to illustrate decision points on a VSM - can you be more specific on which kinds of decision points you need? Different symbols can be used for different decision points.
Hi todye4. In this particular case, I would draw more than one VSM to show these different streams. I also feel like the VSM is a little rigid for what you are trying to accomplish. An alternative would be to blend tools, perhaps blending tools such as a decision tree, a process map, or swim lane map with a VSM. This is a little unconventional, but I always encourage people to pervert and twist tools if it better tells your story. Is this helpful?
The customer doesn't have to Wait for the roasting & the grinding since they occur before they order of their cup so why u supposed they were ordering a night before ???????
Hi Alex. Tank you for watching my video and for commenting! Are there any other topics that interest you? If so, I will try to create more videos for you.
