- Spiral-bound: 102 pages
- Publisher: Lean Enterprise Institute; Spi edition (June 1, 1999)
- Language: English
- ISBN-10: 0966784308
- ISBN-13: 978-0966784305
- Product Dimensions: 10.9 x 9.1 x 0.5 inches
- Shipping Weight: 1.4 pounds
- Average Customer Review: 4.6 out of 5 stars See all reviews (73 customer reviews)
- Amazon Best Sellers Rank: #16,818 in Books (See Top 100 in Books)
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Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA Spi Edition
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Top Customer Reviews
Section III, entitled, "What Makes A value Stream Lean" is especially helpful. By doing the mapping and working toward the seven guidelines outlined in this section, we have made dramatic progress in our lean transformation. Using "Learning To See" in conjunction with another offering from the Lean Enterprise Institute ("Making Material Flow"), you can transform your plant. The only other requirement... get out from behind your desk and just do it!
I cannot recommend this book highly enough!
I worked through the book myself over a hotel weekend, and then tried it out, and then read it again. I have honestly used Value Stream Mapping to take $5 million + (probably WAY+) worth of stupid out of the processes at my part of a factory that does about $30M per month in sales
The book comes with a CD. It's worthless. If you buy a used copy without the CD, don't worry about it.
Update: OK, so this was interesting to come across a few years down the road... I bought this book and wrote the preceding review about 5 years ago. I got some very good results out the improvements that eventually came from mapping current state processes, and then mapping the future state, and then getting to work on the differences (lean mfg.). Over the entire factory, the benefit turned out to be a little shy of 10 million dollars. Fast forward five years, and now I've got my own operation to run. Obviously, everyone here has read this book. The factory supervisors and the lead men write the current state, and say what needs fixing. The engineers write the future state, and a Project manager figures out how to get there and prioritizes which problems to work in what order. So far, we've been able to take 5% out of cost in six months, and that's only because we don't have much practice.
Actually, Learning To See is a real workbook. Most of its content explains how to draw a future-state map, step by step. And then how to link to policy deployment.
Very useful for a practitioner desiring to (1) write a diagnostic, (2) write an appropriate remedy, (3) make it obvious why the remedy is far superior to the current situation, and (4) formalize application of the remedy.
In my experience almost every improvement acitivity must begin with a material-value flow analysis. In this standpoint this book has been for me illuminating.
I give to it 5 star because it has a strong practical touch and is rich of informations and hints -"draw the flow with a pencil, focus on the process not on how well you use the computer"...
A must have for anyone developing a VSM or looking to refresh themselves on the concepts of Lean Manufacturing.