Discovery and Value Stream Mapping – Powerful Change Foundation

Strategic Lean Six Sigma and Appreciative Inquiry are powerful change agents within organizations. Value Stream Mapping (VSM) and the Appreciative Inquiry process (4D) step of discovery forms sustainable change foundation. This new emerging process is called Appreciative Lean Six Sigma.

The Discovery element in the 4D model focuses on identifying the strengths and successes of an organization. This complements the lean tools of value stream / business process mapping. The appreciative questions provide recognition of strengths and confidence within the teams. This affirmation creates ownership during the value stream mapping process while maintaining a perspective of the larger picture throughout the organization.

Value stream mapping discovers and identifies each step of a process from inception to completion. Each process step contains specific elements:

• What work is being done? (value added & waste)
• Who is doing the work? (people)
• How is the work being done? (machine, process)

These process steps are then mapped out in a visual manner and utilized through the continuous inquiry process (5 Whys) to determine the value added and waste. These ‘5 Why’ questions focus on discovering a root cause problem and identifying an optimum solution. Analytical tools and measures along with lean and six sigma tools are applied to improve and stabilize the process.

The challenge within an organization during this discovery and problem recognition process is the commitment of the people to the improvement opportunity. Often the value stream mapping is seen as a direct threat to individual security and competence. Complaints arise regarding the recognition of past value of the work and the individual performing the tasks being reviewed in the value stream. Organizations desire maximum buy in from associates during this value stream mapping process. Generally this buy in is sought to be attained through training on the competitive purpose and an understanding of the methodology. Often this leaves an organization feeling unrecognized and in a constant state of being unsettled. This leads to a general resistant to change.

The 4D appreciative model during the change phase of discovery offers an opportunity to create a more positive environment for the application of lean change. In the 4D Discovery appreciative questions using how questions such as “How has this process benefited the organization? Or a people / relational inquiry such as “How have this team achieved successful results through utilizing this process under evaluation?” This leads to affirmation of success and forms a solid base to achieve long lasting continuous improvement.

Value stream mapping used in lean six sigma improvement processes and business process mapping remains a very powerful set of change tools. 4D Discovery questions and stories provide depth to the value stream mapping process. This increases the ownership and excitement surrounding the result, creating sustainable change.