Page 62 - The Toyota Way Fieldbook

40 THE TOYOTA WAY FIELDBOOK

2. The future state map represents the concept of what you are trying to
achieve. The map does not show the specific details of how it will be con-
structed. For example, the symbol for a supermarket represents the cus-
tomer and the storage of materials to satisfy the needs of the customer.
The actual setup of the supermarket may vary, depending upon the spe-
cific needs of the customer. We will explain the primary lean concepts that
are depicted on future state maps below.
3. The future state mapping needs to be facilitated by someone with deep
lean expertise. Unfortunately, the simplicity of the mapping method can
lead us to believe that anyone who can draw a truck or a stick figure of a
person can develop a good future state vision. This is no truer than
assuming that anyone capable of using architectural software can design
a great house or building. A group should develop the future state map,
but someone in the group needs to have real experience with lean and
understand deeply what is being drawn on the map.
4. The purpose of mapping is action. Often overlooked when companies do
mapping is that little section at the end of Learning to See that talks about
developing an action plan. Too often we see great-looking maps lining a con-
ference room, but then go out onto the floor and see little evidence of any-
thing we saw on the map. Our tour guide, the lean coordinator, explains
that they just spent the last six months on the mapping phase and are now
up to the implementation phase. We call this “creating value stream map-
ping wallpaper.”
5. Don’t develop any map before its time. Its time is when you plan on
using it for action. It is better to develop one map for one product family
and then implement the map for that product family than to have a mapping
phase for a whole plant followed by spotty, inconsistent implementation.
Start with one map, implement it, then work on your next map and work
to implement that. At some point you will have covered all your value
streams much more deeply than if you simply blanket your organization
with maps and scattered activity.
6. Someone with management clout has to lead. The reason for value stream
mapping is to get away from point kaizen, or only to improve individual
processes. But who has responsibility for the whole value stream that cuts
across individual processes? Generally, it would be a high-level manager;
perhaps a plant or division manager. That person must be passionate
about leading the transformation and be personally involved in the entire
mapping process.
7. Don’t just plan and do, also check and act. It’s tempting after working
so hard on the map and then on implementation, to sit back and feel like
we’re done with this lean stuff. Unfortunately, we’ve just gotten started.
Whatever is put in place will fall back to a non-lean state unless we’re