The application of focused workshops for Value Stream Mapping (VSM) and the definition of Future State actions, along with their implementation, must be supported and sponsored by company leadership. This process should be aligned with or part of a company’s strategic objective; otherwise, it will not receive the necessary sponsorship and support.
Management Buy-in Needed for Lean Transformation and Continuous Improvement
Without active management involvement, the necessary resources will not be allocated to the project, risking the initiation of an activity—possibly even involving operators—but without the strength and priority needed to implement results. The failure to achieve the expected goals would not only waste effort but also generate discouragement and distrust among employees and operators, ultimately undermining the credibility of Lean methodologies.
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Aligning VSM with Business Strategy
Value Stream Mapping and its subsequent implementation must be part of a broader company vision aligned with strategic goals. This alignment can happen in two ways:
- The management is already aware of Lean Management benefits and supports the path to Operational Excellence.
- The Lean Manager or initiative promoter succeeds in translating company goals into tangible actions, engaging management and convincing them of the effectiveness of the method.
The second scenario is particularly critical when leadership has previous negative experiences with Lean, perhaps because it was imposed by external consultants, customers, or the holding company without proper organizational involvement. In such cases, VSM risks being seen as a theoretical exercise rather than a tool for improving flow and performance.
Without a clear strategy, Lean is perceived as an isolated initiative, often revived only during audits, with no real impact on the organization.
Operator Involvement
Besides management sponsorship, operator involvement is crucial for the success of VSM. In many cases, employees have already seen failed or abandoned Kaizen initiatives, implemented temporarily and then forgotten. This naturally leads to skepticism, as Lean projects are often perceived as an additional workload without real benefits.
To prevent this, it is essential to:
- Train operators on VSM tools and objectives.
- Demonstrate tangible benefits for their daily work.
- Actively involve them in the process so they become part of the improvement effort.
Key Steps Before Starting a VSM Project
Before launching a Value Stream Mapping project and implementing corrective actions, three key factors must be analyzed:
- Management involvement and sponsorship.
- Alignment with strategic business objectives.
- Training and motivation of operators.
Once the initial situation is understood, a realistic implementation plan can be developed, defining the most effective methods for execution.
Overcoming Resistance: A Case Study
As a Manufacturing Manager in a small company that was switching from being supplier to be part of a bigger industry, I faced the challenge of optimizing the production flow in a complex environment:
- A highly directive ownership that saw Lean as a customer-imposed requirement and considered it an unnecessary cost.
- A batch production culture, with no real focus on quality, efficiency, or flow.
- Sceptical operators, accustomed to constant pressure to increase production, without ever addressing the real causes of inefficiencies.
In such an environment, introducing Lean directly would have been impossible. The response would have been: "We've always done it this way" or "We know how to do it". As we know, these attitudes block any potential for improvement.
From Informal Value Stream Mapping to Shared Vision
The approach was not to impose Lean but to facilitate a negotiation process that led both management and operators to realize the effectiveness of the method themselves.
First, I mapped the product flow as a “side project”, identifying:
- Inventory accumulation points (buffer stocks).
- Inefficiencies in information flow.
- Key obstacles preventing business goals from being met, such as:
- Increased productivity → reducing operating costs.
- Improved on-time delivery → reducing lead time and ensuring reliable production and delivery schedules.
- Better planning → minimizing workload variations.
- Higher quality → reducing defects and rework.
Instead of formally announcing the activity, I gathered insights through informal conversations with managers and operators, often during lunch or coffee breaks. During these discussions, I collected valuable feedback and suggestions from people directly involved in daily operations.
Once I had built a Future State Value Stream Map, I started presenting it informally—like a storytelling exercise or a pitch—showing management a possible future vision without explicitly labeling it as "Lean" or "VSM."
First Steps in Implementation
Once management and leadership accepted this vision, I began implementing small changes to move from the Current State to the Future State.
The initial actions were simple but impactful:
- Creating a supermarket before the bottleneck station.
- Implementing a pacemaker to control batch production sequences.
- Refining production planning, focusing on bottlenecks.
Operators working at the bottlenecks were directly involved in the process to better understand why they were under constant pressure and to collaborate on finding solutions.
Surprisingly, many of them didn’t even realize they were the bottleneck, as batch production and intermediate stock obscured visibility of flow inefficiencies.
We then conducted Kaizen workshops, setting up supermarkets before bottlenecks and implementing a pull system to move production smoothly to the next stage or directly to the customer.
Only after the first results were visible did I introduce Lean terminology (e.g., supermarket, pacemaker, takt time, etc.), allowing for clear communication with external stakeholders.
Cultural Change and Long-Term Impact
The implementation process took months, but the results were evident:
- Motivated operators who actively supported improvements and started proposing new ideas.
- Engaged department managers, who began feeling responsible for the flow and efficiency of their areas.
- Lean Management terminology spreading within the company, even among those who had never received formal training.
Lean is not magic—it is simply structured common sense, applying tested methods to eliminate waste and improve flow. By aligning people, processes, and strategy, it is possible to achieve benefits for operators, management, and customers alike.
This case study demonstrates that with a gradual, engaging, and results-driven approach, Lean principles can be introduced even in resistant environments, transforming skepticism into active participation and creating a continuous improvement mindset.
Is it easy? Absolutely not. But is it worth it? Without a doubt.
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