Value Stream Mapping (VSM) is popular and hype to a point it makes it a kind of Lean emblem. An academic mocked a company’s low Lean maturity for not displaying any Value Stream Map. It was not only shocking to my ears, but proved the academic’s own low maturity on the subject. Value Stream Mapping isn’t always necessary, and often of no help to solve a given problem. Mapping a process for the sake of mapping is just a waste of time and resources.

But as this academic did, many people consider Value Stream Mapping a must-have in any Lean initiative. Many recruiters mention Value Stream Mapping in their requirements list, thus many candidates highlight Value Stream Mapping as a mastered skill in their resume.

But is Value Stream Mapping really a skill worth mentioning?

Value Stream Mapping isn’t a skill worth mentioning!

In my opinion, being able to draw a process, in VSM format or else, isn’t a remarkable skill. It’s quite the opposite. Being able to graphically depict a process in a synthetic way is a basic skill required for many positions.

All the more so as depicting the actual state of a process is of (very) low value as the stakeholders are living this reality day after day and are (hopefully) well acquainted with it.

In fact, a Value Stream Mapping should always be the first step of a given process improvement process. Too many people seem to stress the “mapping” and the “stream” gets somewhat lost. What matters is to depict and understand how the Value flows from customer demand to order fulfillment, i.e. delivery to customer and his/her satisfaction.

In the search for any improvement opportunity in the process (muda hunting), the mappers overlook the obstacles to smooth value flow along the process, which should be the focus of their mapping. VSM is freezing the crime scene and gathering evidence as well as testimonies. 

Once the actual state is sketched, the analysis phase can start, which leads to a Value Stream Design (VSD), that is drawing an improved process. The latter uses the same symbols as a VSM.

The analysis of the current state and the depiction of the improved process are of real value to the stakeholders. They probably don’t have those skills, otherwise the process would already have been improved.

Therefore, being able to analyze a process and recommend all improvements leading to a much smoother and faster flow of value is a real skill. And therefore recruiters should look after, and candidates should highlight these very skills, instead of Value Stream Mapping.

Yes, but everybody isn’t able to map a process!

Some people with whom I discussed this matter replied that everybody isn’t able to map a process, therefore it must be considered as a skill.

Well, I assume I was too vague with my initial statement, as I was thinking of people holding or seeking positions in quality management, production, logistics, operations at large…and for those liking the fancy color belts: from yellow up.

For people whose main occupation is not improving processes or solving problems, yes I admit, being able to map a process can be considered a skill.

You may want to share your opinion in the comments…