Lean says: Map the Value Stream
Your brain says: I’ve been doing this so long, it’s become second nature to me. The steps are right here – in my head.
What’s at play here: Illusion of Transparency. Curse of Knowledge/Information Imbalance. Status Quo Thinking. Groupthink/False Consensus Effect. Availability Bias.
It was day four of the value stream mapping exercise and tempers were beginning to fray. Despite having worked together for years, the members of this outwardly cohesive development team struggled to identify the basic activities needed to create value for their customer. While at 17 steps they agreed they were close to completing a first pass of their map, they couldn’t seem to reach consensus when it came to certain conditions and boundaries and for some, even the target was nebulous.
If they couldn’t agree on how they currently operate – without that clear baseline – how could they improve their future state?
Oftentimes the curse of expertise is the assumption that other people’s interpretation of events matches our own. So long as the value stream is left implicit, the steps – the order, the handoffs, the standards – are highly subjective. As a result, effort is duplicated. Unnecessary churn occurs. Bottlenecks and work starvation become business as usual.
And no one seems notice.
How to mitigate:
Especially when it comes to non-routine creative work, eliminate assumptions and normalize expectations by making the current state explicit. Visualizing steps essential to the process exposes mismatches, surfaces non-value-added steps (waste), and promotes constancy of purpose.
Up next in The Lean Brain: Flow: You Can’t Step in the Same River Twice
Earlier posts in this series:
Introduction: 5 Ways Our Brain Can Thwart Lean
Post 1: Value is a Conversation
Tonianne is partner & principal consultant at Modus Cooperandi, co-author of the Shingo Research and Publication Award winning Personal Kanban: Mapping Work | Navigating Life, co-founder of Kaizen Camp™ and Modus Institute. Toni explores the relationship between performance, motivation, and neuroscience, is passionate about the roles intention, collaboration, value-creation, and happiness play in “the future of work,” and appreciative of the ways in which psychology, Lean, systems thinking, and the work of W. Edwards Deming can facilitate these ends. She enjoys Coltrane, shoots Nikon, butchers the Italian language (much to the embarrassment of her family), is a single malt enthusiast, and is head over heels in love with her adopted home, Seattle. Follow her on Twitter @Sprezzatura.