Seven‐tape Video Series

Citation

Narasimhan, K. (2004), "Seven‐tape Video Series", The TQM Magazine, Vol. 16 No. 1, pp. 68-70. https://doi.org/10.1108/tqmm.2004.16.1.68.3

“Facilitator guide”

ITEM# VSMFG‐C22

Ring binder

$150

209 pp.

“Participant guide”

ITEM# VSMPG‐C22

$19.95

161 pp.

In order to stay competitive, organizations have to deliver not only what customers want but do so when they want it, while generating a surplus for the organization in the process. The Toyota Production System philosophy and practices adopted to minimize waste and maximize flow was labeled as “lean production” by James P. Womack et al. (1991) in their book The Machine That Changed the World. Value stream (VS) management is a planning system that has evolved in the USA, based on the Toyota System.

The three authors of the book under review here have over 60 years of combined experience in industries and have first‐hand experience of implementing lean methodologies in a number of industries. For example, Don Tapping directed the lean implementation for Eaton Aerospace Division for over five years, Tom Shuker has participated in lean implementation in General Motors‐Toyota assembly plant, and Tom Luyster has worked as a consultant implementing lean programs in Asia, Europe, South America, and the USA.

The book comprises ten chapters: an overview of VS management, an introduction and a chapter each on explanations of the eight steps. In the overview, it is pointed out that “many organizations are doing lean without necessarily becoming lean” by not linking improvement efforts to an overall strategy.

In the introductory chapter, it is emphasized that VS management is about putting people first: reducing the speed and effort required of workers and not making people work faster or harder. Also briefly covered are the four critical behaviours: making a true commitment, thoroughly understanding customer demands, accurately illustrating the current position, and effective communication.

In the chapter on the first step – “Commit to lean” – the need for management commitment and free information flow, both horizontally and vertically, for transforming the organization culture is emphasized. A management commitment checklist is provided for self‐appraisal.

The next chapter deals with choosing the VS based on product‐quantity or product‐routing analysis, to target for improvement. An example is provided based on a fictitious case study used in the previous chapter. This case study is used through the book for explaining the application of the remaining six steps.

In the following chapter (30 pp.) on learning about lean some key points on approaches to, and contents of training are provided. An overview of the concepts (for example, cost reduction principle, seven deadly wastes, just‐in‐time production, Jidoka or autonomation) and tools (for example, the 5‐S System, and line balancing) needed to assess the current state and effectively plan the future state are provided. Also provided, with examples and exhibits, is an outline of the logical methodology for understanding customer demand, implementing small‐lot continuous flow process, and levelling or even distribution of daily production.

Mapping the current state of production and identifying lean metrics that aid mapping the future state are covered in the following two chapters. Icons for visual representation of material and information flow are provided and how to use them in mapping is briefly explained with an example. Common problems to avoid while mapping are also highlighted. It is emphasized that lean metrics should be used to track progress rather than set targets or stretch goals.

Mapping the future state by tapping the creativity of the workforce and the core implementation team is covered in the next chapter. Also explained are the three‐stage logical methodology for focussing on customer demand, planning for work cells, line balancing, deciding on paced withdrawal or Heijunka system, levelling, and determining improvement methods such as visual controls.

The next chapter gives a brief explanation of the Kaizen (continuous improvement) plan, and the final chapter (2 pp.) provides very brief recommendations for coping with change. The book also contains a glossary of terms and a useful list of references.

It would have been more useful had examples from different scenarios (for example service industries) had been included. However, there is another book from the same publishers on Value Stream Management for the Lean Office (Tapping et al., 2003) (ISBN 1‐56327246‐6, 2003, paperback, 169 pp., $45.00).

The seven‐tape video set comprises seven video tapes (c.10‐15 min each), one facilitator guide, five participant guides, and a CD with Acrobat Reader. Facilitator and participant guides follow similar structure. However, the “Facilitator guide” contains some extra information to help organize the sessions. In the modules one to seven of the “Facilitator guide”, first the purpose of the module is stated, then follow the objectives, the module overview, key information for facilitation, ideas for preparation for the module delivery, module agenda, time required, materials and supplies required, and an application check list. The rest of the content is identical to that found in the “Participant guide”. At the end of each module the necessary worksheets and templates are provided.

The introductory chapter gives an overview of the what and why of VS management, and the relationship between the seven tapes or modules and the VS management eight‐step process. The chapter also contains a “Lean gut check questionnaire” for assessing the team’s prior knowledge of VS management. Answers to the questions posed in this chapter are provided in the “Facilitator guide”.

Module one, dealing with Steps 1 and 2 (“Commit to lean” and “Choosing the VS”), includes information on management responsibility in articulating the need, choosing a VS champion and assigning the core implementation team for specified streams. Selection of VS based on product quantity or product routing (flow) is briefly explained. Application and evaluation check lists and worksheets are included.

Module two, which covers Step 3, is for creating an awareness of lean concepts and techniques; Module three is about identifying the present conditions before beginning the improvement and covers current‐state mapping and identifying lean metrics; the three steps of mapping the future state (identifying customer demand, creating continuous flow, and load leveling and paced withdrawal) are respectively covered in Modules four to six; creating and implementing Kaizen plans are covered in Module seven.

CDs that accompany the book and the “Facilitator guide” contain all the worksheets included in the “Facilitator guide”. The CD accompanying the “Facilitator guide” contains, in addition, evaluation worksheets for the seven modules. They also contain a blank storyboard and a completed storyboard.

Unless one has a video that can play the US Standard PAL, it is essential to request a VHS version, which is available. The videos are good, though the US accent could be a turn‐off for some “English” audience. I have found the videos extremely useful to impart the knowledge in a succinct way.