VSM is a lean process aimed at eliminating waste and improving value creation. VSM principles are intended to reduce capital, space, time, and labor by delivering the right goods or services to end users. Waste exists in any business, whether in the manufacturing or non-manufacturing industry (Biazzo, Panizzolo, and de Crescenzo, 2016). Although lean is majorly used in the manufacturing industry, the same processes can be applied in the non-manufacturing or office environment.
The VSM process can be done in the non-manufacturing industry by recognizing who the customer is and focusing on adding value on them, standardizing non-manufacturing processes, and implementing effective measures in operations to identify and eliminate waste, boost productivity, and increase profits (Panneman, 2017). Some of the strengths of VSM include eliminating or reducing waste and also it helps to discover the sources and causes of waste; once waste sources are identified, teams are better able to improve culture, collaboration, communication, and behavior; and teams are able to lessen individual opinions and prioritize on reducing waste and improve customer satisfaction (Rother and Shook, 2016).
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However, VSM can sometimes create unrealistic expectations that may take away attention from other essential elements of complex issues or problems in the organization. Similarly, VSM has a limited focus on human issues, and sometimes these issues get ignored; this may, in turn, causes problems to the organization. My company uses VSM to minimize waste and increase efficiency and so far, the approach has helped eliminate waste in many departments, and customer satisfaction has greatly improved because more focus is being placed on the customer and meeting their needs.
Customers are the end users of any product or service offered by an organization, and therefore, they play an essential role in the VSM process. Customers can help give feedback on the services provided and help to identify areas of waste. If services have not been well delivered, customers should express their dissatisfaction as this move will help the management to realize its "kaizen bursts" (Syed Solutions, 2016). Company management should ultimately consider the goals and mission of the organization and align them with its VSM processes.
References
Biazzo, S., Panizzolo, R., & de Crescenzo, A. M. (2016). Lean management and product innovation: a critical review. Understanding the Lean Enterprise (pp. 237-260). Springer, Cham.
Panneman, T, (2017). Lean Transformations - when and how to climb the four steps of Lean maturity. Maarssen (NL).
Rother, M., Shook, J. & Womack J., & Iones D., (2016). Learning To See - Value Stream Mapping to Create Value and Eliminate MUDA . Brookline, Massachusetts: Lean Enterprise Institute.
Syed Solutions. (2016). Supply Chain News: Lean Thinking - What Too Many Value Stream Maps Completely Miss . Retrieved from http://www.scdigest.com/ontarget/16-03-29-1.php?cid=10481
