Value stream mapping (VSM) sessions can feel intimidating, both for employees and lower-level managers. A classic reason is that they're worried that inefficiencies will be perceived as personal failures. This anxiety can stem from the traditional workplace culture where mistakes are penalized rather than seen as opportunities for growth and learning.
Mitigate employee anxiety from value stream mapping
You'll want to mitigate these concerns. It will be a much more constructive environment, and you'll even find it easier to get accurate data, if you set yourself to get buy-in from everyone on the team.
The following tips should help!
Set the right tone for your VSM session
Start the session by emphasizing that the goal of VSM is to improve the process, not to assign blame. Clearly communicate that identifying bottlenecks or inefficiencies is a positive outcome because it allows the organization to address systemic issues.
There's a joke that points out that the owl is the least Lean animal, because it says "who?" instead of "why?" The point you want to internalize yourself, and then convey to your team, is that you're not looking for "who" is taking too many steps, for example, but rather "why" is a process needing so many steps.
Focus on VSM collaboration
Reinforce the idea that everyone's input is valuable. Employees often have the most intimate knowledge of the day-to-day workings of a process, and their insights are critical for accurate mapping.
One of the Lean experts we know points out that when he's running a session and getting ideas, he writes everyone's ideas down, even the ones that seem far-fetched or ridiculous. For one reason, of course, even a silly idea can trigger a better idea. But the bigger reason, he says, is that it takes guts to speak in a group setting, and if someone has their idea treated as silly, they'll likely stay quiet next time.
Encourage psychological safety
Create a safe space where employees feel comfortable speaking honestly. This might involve framing issues as shared challenges rather than individual shortcomings and celebrating contributions that lead to solutions.
Food for thought: if you're the manager, will your employees be free in a VSM session to give their honest thoughts, even if they think it makes you look bad?
Highlight the benefits of value stream mapping
Help participants see the bigger picture—how VSM can reduce stress, clarify responsibilities, and make their jobs easier by eliminating waste and inefficiencies.
Use neutral language about the current state
When discussing the current state, avoid language that could feel accusatory or overly critical. For example, instead of saying, "This step is a problem," try, "Here's an opportunity for improvement."
Involve leadership - wisely - in your VSM sessions
If upper management is present, they should be encouraged to adopt a supportive and inquisitive rather than judgmental stance. Leaders can model behavior by asking questions like, “What do you think we could do to improve this step?” rather than “Why is this step taking so long?”
Celebrate value stream mapping wins
Conclude the session by highlighting positive aspects of the process and acknowledging everyone's contributions. This reinforces the idea that the session is about continuous improvement, not criticism.
Really, VSM sessions can be empowering rather than intimidating. It's a great way to make sure everyone is working together to achieve shared goals.
One final point: make sure your value stream map stays a useful tool, not just a pretty picture. If you ran your value stream mapping session as a traditional wall map, capture it digitally with eVSM.
Your digital value stream map becomes your guide, as you navigate to your future state map.
We've got several ways you can try out eVSM for free. Check them out here!