chapter  5
1 Pages

Value Stream Maps

As part of its lean initiative, Rudrey had been drawing value stream maps and placing them in manufacturing areas where associates could see them. What Rudrey had not done was to tell associates what the value stream maps meant. This caused some confusion on the floor: The maps were up, but the associates didn’t know (or care) why they were there and assumed this was just another fly-by-night program that would disappear in a couple months.