Lucid Facilitator’s Guide to

VALUE STREAM MAPPING FOR

KNOWLEDGE AND SERVICE WORK
A value stream map (VSM) makes it easy to visualize the full process
used to design, produce, sell and deliver services that provide
value to customers. In a VSM session, functional teams post their
group’s work and information flow so that everyone is able to see,
understand and suggest improvements to the making of the product
or service. The aim is for the work to flow better for customers and
to make it easier for employees to complete the work profitably and
safely.

There are many ways to build a Value Stream Map. This workshop
approach is intended for knowledge and service work, where
processes are more flexible and concrete measures less available.

Contents
Introduction......................................................................2
The Process-at-a-Glance............................................ 4
Roles & Responsibilities .............................................5
Workshop Preparation................................................ 6
Setting Up the Map..................................................... 13
Workshop Agenda.......................................................14
Leading the Workshop.............................................. 15
Managing Time Across Sessions............................ 21
Three Ways to Document Results........................ 22
Resources for Achieving Meeting Mastery ...... 23
About the Author........................................................ 24

Value Stream Mapping Facilitator’s Guide 1

INTRODUCTION
The purpose of a value stream map is to engage knowledgeable staff
and stakeholders in visualizing the work and applying lean principles
to a full product or service flow. Value stream mapping can identify
ways to eliminate waste, outline technology projects, surface needed
policy shifts or charter new breakthrough process redesigns and
opportunities for automation.

This guide walks you through the creation of a current state Value
Stream Map (VSM) and identification of both kaizen “quick win”
changes and big change projects. A current state VSM shows the
process as it works today, reviewing a recent experience or a specific
case, not as it worked in the past nor how we might wish it to work
in the future.

Stepping back from a VSM, people can see a workflow and often
grasp its full scope for the first time. They discover workflow
bottlenecks or disconnects, and transfers between groups that
hinder progress. They can identify lost time, defects and the “churn”
of rework. They may see opportunities to help people downstream
of them or inform those upstream of their needs or timing. It is
often best to map an actual recent case of service or knowledge
work, such as the last product designed or the last service offering
delivery.

Creating a Value Stream Map for knowledge and service work

requires a different approach than the VSM work conducted in a
manufacturing environment. Strict measurements of time, inventory,
and quality usually aren’t automatically captured as metrics for
knowledge and service work as they are in manufacturing, but
they may be collected or estimated. Those aspects of value stream
mapping are de-emphasized here.

Value Stream Mapping Facilitator’s Guide 2

A VSM for knowledge and service work focuses more closely on
information flow. Does the information arrive and flow in a format
that all groups can use, or are there wasteful translations happening
from group to group? Is missing approval or incomplete information
causing delays and rework? Are there points in the flow where lack
of clear ownership or misunderstandings result in quality problems?

Expect to spend 3 to 6 weeks planning the VSM workshop. The

workshop itself takes at least 4 hours to complete, and may extend
over several days. Afterwards, the group will plan a series of follow-
up meetings and new projects to implement the recommendations
made during the workshop.
Groups that will find this guide useful include:
• Leaders interested in continuous improvement and lean
operations redesign in mid-sized to large organizations
• Business units where multiple departments or functional groups
weave their work together to deliver a product or service
• Those struggling to tame a variable or wasteful process and no
one owns the whole of it
• Business units preparing the launch of a new product or service
that will involve multiple departments or functional groups

Value Stream Mapping Facilitator’s Guide 3

The Value Stream Mapping Workshop Process-at-a-Glance
1. Define the project charter Process Start Timeline Process End

and deliverables, then set 1 2 3 4 5

up a blank map with swim Group 4

lanes for each functional
group involved in the Group 3

process to be mapped. Group 2

Mark a rough process

timeline across the top. Group 1

Measures (if any)

2. Functional groups Process Start Timeline Process End

populate the swim 1 2 3 4 5

lanes with the tasks step 1 , Group 4 step 1 step 2 step 3 step 4 step 5

decisions , and
work in process inventories Group 3 step 1 step 2 step 3 step 4

they complete as part Group 2 step 1 step 2 step 3 step 4 step 5 step 6

of the process. Each group

uses a different color. Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8

Measures (if any)

3. Group leaders explain Process Start Timeline Process End

the tasks in their lane.

Participants write down
perceived issues on a red Group 4 step 1
!!
step 2 step 3 step 4
!
step 5

sticky, and place these on Group 3 step 1 step 2 step 3 step 4

!
the map. !
!

Group 2 step 1 step 2 step 3 step 4 step 5 step 6

!
! !

Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8

!
! ! ! ! !

Measures (if any)

4. Team leads and Process Start Timeline Process End

functional groups draw

lines showing dependencies
between tasks, decisions Group 4 step 1 step 2 step 3 step 4 step 5

and inventory, and place !

:) !
!
:) :)

green stickies with Group 3 step 1 step 2 step 3

!
step 4
!
:) !
proposed solutions on the Group 2 step 1 step 2 step 3 step 4 step 5
!
step 6
!
map. Participants agree :) !
:)
! !

on “bursts” or big changes Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8
!
needed, and prioritize :) ! :) ! :) ! !
:)
!

kaizen quick wins, the Measures (if any)

green sticky notes.

Value Stream Mapping Facilitator’s Guide 4

Roles & Responsibilities
VSM Workshops involve the people who supervise and conduct the
functional work, the subject matter experts who support it, and may
also include customers and suppliers if warranted.
Facilitator
• Manages the workshop preparation, process, and dialogue
• Assists with workshop documentation
Executive Sponsor
• Authorizes the time, budget and organizational backing for
the project
• Presents a “state of the business” or “burning platform”
address to kick-off the workshop
• Resolves political disagreements in order to get the specific
follow-up improvement actions completed by the owners
Champion
• Defines the workshop charter and participants, and secures
the workshop location and supplies
• Manages initial communication and invitations to workshop
participants
• Shows purpose and a passion for the project and
communicates to participants throughout the project life
• Convenes governance follow-up meetings
Functional Leaders
Functional leaders may be assisted by knowledge workers, decision
makers, and others from their group.
• Prepare and present level-setting presentations
• Populate and present VSM swim lanes
• Participate in the process critique and solution identification
• Take responsibility for completion of assigned follow-up
activities
Facilitator’s Assistant
• Manages workshop technology, room setup, and supplies
• Assists with workshop breakout sessions (if any) and
documentation

Value Stream Mapping Facilitator’s Guide 5

WORKSHOP PREPARATION

Preparation begins with one or more meetings between the

workshop facilitator, the champion, and the executive sponsor.
Together, you’ll define the workshop charter, get the participants
organized, and make sure everything is ready for a successful
workshop.

Pre-Workshop
Initial Planning Meeting
The facilitator schedules and leads the pre-workshop meetings.

Identify Problem to Solve

Review Project Charter Form

Quick Review of Value Stream Mapping

Process by Facilitator (if necessary)

Closing

Value Stream Mapping Facilitator’s Guide 6

For the first discussion, meet with the champion and executive
sponsor to clarify the problem to solve. Typically the questions to
answer are, “Why do a VSM?” and “Why Now?” If these problems
are limited to a local work center, hold a kaizen event meeting rather
than a full VSM.

Only operations issues are appropriate for a VSM meeting.

VSMs are NOT an appropriate way to solve complex issues related to
strategy, leadership, policy, or culture.
Validate that the champion and sponsor are targeting an operational
issue.

For example, a VSM for knowledge work can help identify problems
that arise when different groups need to share information,
highlighting opportunities to standardize the way information is
stored and formatted.
Or, service organizations might use a VSM to find times when a
customer is left waiting too long, and work to eliminate delays in the
work process, a common example in hospital emergency rooms.
After clarifying the operations issue, review the project charter form
(see details on the next page) and discuss the workshop purpose,
scope, target date and time allocation for the event. A VSM requires
cross-functional flow and collaboration, so it’s important that all
functional leaders buy in to the need for a full VSM and attend.
Note: If the champion cannot get buy-in from key functional leaders,
elevate the disagreement to the higher sponsor to resolve these
commitment issues and consider delaying the workshop, or reducing
the scope to those who agree. The coach or facilitator should never
take the role of sponsor, as s/he will usually lack the line authority to
implement kaizen quick wins or big changes.
Decide also if it make sense to collect task measures of job cycle
times, total lead time through to completed result to a customer,
wait times, and similar quality measures.
These measures aren’t often automatically collected for knowledge
or service work, but if they will be useful here, decide that up front.
These measures can also just be estimated within the process to give
a qualitative sense of the room for improvement.

Value Stream Mapping Facilitator’s Guide 7

Creating the Workshop Charter
A value stream mapping workshop charter and planning sheet lays out
the details the champion needs to think through for the workshop to
succeed. Download a blank Word version of the charter form here:
http://blog.lucidmeetings.com/hubfs/facilitator-guides/Blank%20Workshop%20Charter.doc

The charter covers these details:

• The need or problem statement
• Goals and deliverables
• What’s “in scope” and “out of scope”, getting specific about the
process boundaries. A full VSM always begins with suppliers and
ends with customers. A smaller segment is a “process map” not a
VSM.
• Identified team leads for each function in the value stream flow
• The participant list, both for in-person and remote participants
• The anticipated time needed for each section of the work session
• Supplies list and/or online toolkit

Supplies for In-Person Workshops Equipment for Remote Workshop

• One or more whiteboards with • Video conferencing service
markers (ideal) or conference calling
• Roll of banner, plotter or • Collaborative visual mapping
butcher block paper and software
narrow painter’s tape for (iObeya, IdeaFlip, Mural, or
marking work streams similar)
• Post-it Notes: Multiple colors • Lucid Meetings or similar for
(6 - 8); along with the red managing time, capturing
“waste” post-its and green notes, sharing presentations,
“ideas” post-its and keeping the process on
track
• Sharpies
• Computer and projector for
sharing presentations, taking
notes
• Timer
• Snacks!!

Value Stream Mapping Facilitator’s Guide 8

After reviewing the elements of the charter, the facilitator
demonstrates a simplified version of the value stream mapping
method to help everyone understand how to fill out post-it notes,
and secure participant commitment. Use post-it notes to illustrate a
simple process, such as one individual driving to work.
To close the meeting, ask for any final questions and confirm next
steps.

Expected Next Steps after the Initial Planning Meeting

• The champion should commit to a due date for completing
the workshop charter.
• The champion and facilitator should set the next meeting
date.

Pre-Workshop
Planning Meeting 2

Review and Refine Charter

Clarify Participants and Pre-Work

Discuss Concerns

Define Schedule

5 Closing

Once the champion defines the workshop charter, agenda, and

participant list, meet to review and refine the details.

Value Stream Mapping Facilitator’s Guide 9

During the charter review, consider:
• Does the agenda reflect the charter’s problem statement, the
deliverables, and time constraints?
• Are all the key stakeholders on the participant list?
• Can the VSM workshop be completed effectively within time
constraints? If not, you will need to extend to multiple sessions or
reduce scope.
When you’re happy with the charter, clarify who needs to give level-
setting presentations at the beginning of the workshop and what
they need to cover.

About Level-Setting Presentations

Level-setting presentations provide important
background information about each functional group
participating in the VSM workshop. The goal: provide
enough context to prevent obvious questions later
on. Presenters should plan to talk for no more than 15
minutes.
Level-setting presentations include:
• A brief explanation of what that function does;
mission, charter, key projects/initiatives, etc.,
focusing on how they are players in the VSM
process.
• Notes about key challenges and constraints
impacting work on this value stream
Ask presenters to minimize the number of slides and
avoid small fonts or tables that are “eye charts” on the
screen. If tables and charts are required, provide those
as separate handouts.

Once the participant list looks good, surface and discuss any of
the key players’ doubts or misconceptions about what the VSM
workshop will accomplish and the time and effort it will require to
be successful. They should be aware that both quick wins and big
changes will be required, and big changes such as new technology
could require funds and weeks or months to complete.

Value Stream Mapping Facilitator’s Guide 10

Then, decide if the VSM should be broken into multiple 4-hour
sections on different days for ease on peoples’ schedules. This also
allows for data to be gathered or confirmed between sessions, for
sub-groups to work on identifying solutions, and helps participants
return fresh for day two.
Select multiple possible target dates that you can check against
everyone’s availability.

Expected Next Steps after Planning Meeting 2

• The champion should review the VSM charter with the key
stakeholders before the workshop.
• Finalize agreement on a specific, recent knowledge work case or
service offering that’s to be the focus of the “current state” map.
• Identify an internal support person to help the facilitator with
logistics such as hanging paper, making swim lanes, taking notes,
managing the technical capabilities for on-line participants, and
producing a final report if needed.
• Ask the sponsor to plan a “state of the business” or “burning
platform” address to kick off the meeting. It should present the
logic and data to the group on “why change?” at this time.
• The champion should send email to participants defining VSM
pre-work, including creation of level-setting presentations.

Final Pre-Workshop Check-In

Meet briefly with the champion a few days before the workshop to
check for any changes that would impact the workshop’s success.
Look for changes in:
• The workshop charter
• Attendees
• Level-setting presentations
• Logistics
• Disruptive outside events

Value Stream Mapping Facilitator’s Guide 11

Identify possible breakout sessions.
Are there obvious known problems with the current process? If you
know there will be topics that require focused work, plan breakout
teams to work these topics later in the workshop and anticipate the
best assignment of key individuals to them. Similarly anticipate best
team leads for potential break-out topics.
Finally, confirm that the organization still has the management
capacity to support follow-up on the VSM action list.
Sometimes a new business challenge arises and the organization
does not have enough ability to do the follow-up required for a
successful VSM. In that case, delay the work session.
If everything looks good, ask the champion to distribute the final
agenda to all participants.

You’re ready to go!

Value Stream Mapping Facilitator’s Guide 12

Setting Up the Map
The facilitator creates the map workspace. For face-to-face
meetings, attach a large sheet of paper to a long blank wall and use
thin painter’s tape to mark swim lanes for each functional group
participating in the mapping session. If you are meeting online,
create the same layout using your visual mapping software.
Add time markers across the top either in days, months, quarters or
years, as appropriate for the process.
Mark the swim lanes. The top lane is generally “management” or
the “program” level; the last is “governance” meeting dates. Then,
sequence the functional groups down the wall with those most
connected (groups that work together often) on parallel lines.
During the workshop, participants will draw lines to show
dependencies between groups. Start with the group involved the
earliest at the top, moving down to the latest involvement near the
bottom to keep these lines shorter and make the final map easier to
read.

Process Start Timeline Process End

1 2 3 4 5

Group 4

Group 3

Group 2

Group 1

Measures (if any)

To save workshop time, functional leaders can pre-populate swim

lanes in advance. Make sure to give each leader a preview and
instruct them how detailed to be in the tasks they list. The work and
decisions posted here should be at a “middle” level of detail, not
general and not “in the weeds”.

Value Stream Mapping Facilitator’s Guide 13

WORKSHOP AGENDA
This guide describes the entire workshop process. Depending on the
scope of your workshop, it may take multiple sessions to complete
the entire agenda.

Welcome

Level-Setting Presentations

Populate/Confirm Swim Lanes

Present and Critique Swim Lanes

5 Identify Dependencies and Discuss Solutions

6 Present Dependencies, Solutions and

Counter-Measures

7 Final Review:
Identify Bursts and Prioritize Action List

8 Closing

Value Stream Mapping Facilitator’s Guide 14

 LEADING THE WORKSHOP
1 Welcome

When the workshop begins, the facilitator introduces

the sponsor and champion. The sponsor presents
the “burning platform” or need for change, and the
champion adds to it if needed. They should take no
more than 30 minutes including time for questions.

Once the purpose for the workshop is clear, take a

moment for introductions. Ask each person to quickly
state their name and the functional group or role they
represent in the workshop and their part in the target
VSM.

Then, preview the deliverables or goals and upcoming

agenda (including breaks) and confirm or re-plan the
day. On rare occasions the scope will need to change
and this may warrant other participants joining the
workshop.

2 Level-Setting Presentations
(If needed)
Functional leaders now present the level-setting
information they prepared, giving participants a
common understanding of the business background and
information related to the VSM.
Keep all presentations on time by signaling the
presenter when five minutes remain in any presentation.
Following each presentation, take no more than 5
minutes to add any issues raised to a “parking lot”.
These issues will be incorporated in the later VSM
discussions.

Value Stream Mapping Facilitator’s Guide 15

3 Populate/Confirm Swim Lanes
This is the beginning of the active work session.
If the swim lanes were not populated in advance, hand
out the post-its and bold black markers to functional
leads and demonstrate how to do so now. Emphasize
the importance of clear penmanship.
The work and decisions added to the map should be
at a “middle” level of detail, not general and not “in the
weeds”.
Even if some tasks were added before the workshop,
give participants time now to review, revise, and
complete their functional group’s swim lane.

Process Start Timeline Process End

1 2 3 4 5

Group 4 step 1 step 2 step 3 step 4 step 5

Group 3 step 1 step 2 step 3 step 4

Group 2 step 1 step 2 step 3 step 4 step 5 step 6

Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8

Measures (if any)

If a draft report is expected by higher management,

the facilitator should identify a participant or junior
facilitator to begin it while teams work to populate the
swim lanes. This draft report is accumulated during each
work session and reviewed with the team at the end.
This report provides the backing information required
for the sponsorship of the recommendations made by
the VSM team.

Value Stream Mapping Facilitator’s Guide 16

 Present and Critique Swim Lanes
4 When swim lanes are done, each functional team lead
presents the tasks, decisions, and inventory post-it
notes identified in their lane. The facilitator should stand
near each presenter as they describe their flow. S/he
may assist the functional leader by adding post-its,
clarify wording, or moving post-its into a different time
sequence.
All participants are empowered to place red post-it
notes where they see problems, issues, mis-alignments
with their function, waste or lost opportunities.

Process Start Timeline Process End

Group 4 step 1 step 2 step 3 step 4 step 5

!! !

Group 3 step 1 step 2 step 3 step 4

! !
!

Group 2 step 1 step 2 step 3 step 4 step 5 step 6

!
! !

Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8

!
! ! ! ! !

Measures (if any)

Identification and resolution of these issues is the

purpose of the workshop. The facilitator must make
sure participants do not hesitate to raise and post
issues.
The team lead is not to defend any post-it. All
discussion at this stage should be for seeking clarity
only. If people become defensive or cut off others’
critiques, the facilitator steps in to clarify that this
finding of problems, waste and gaps is the goal.
Participants may ask the team lead questions about a
task or process they don’t understand, and everyone
may ask a participant questions about the problem
added to a red sticky.

Value Stream Mapping Facilitator’s Guide 17

 Beware solutions posing as questions!
Questions that start with “Have you tried..., Did you
consider..., Why don’t you....” are often ways of skipping
to a solutions discussion. Jumping to solution mode
too quickly short-cuts the opportunity to get a full
understanding of the current situation and leads to
inferior solutions.
The facilitator must also observe body language and
take action to resolve every distraction such as outside
noise, participants multi-tasking, and cell phone calls in
order to sustain the team’s focus on the work.
After all swim lanes have been presented and critiqued:

Take a Break

5 Identify Dependencies and Discuss Solutions

When all team leads have presented their swim lanes
and been critiqued, a second work session begins.
Each team works independently.
Team members draw black lines anywhere that
communication or information transfer between
groups happens in the process, including where rework
occasions many back and forth contacts. As they do so,
they should discuss typical places where rework occurs,
places requiring a better understanding of customer
requirements, or process areas in need of a follow-up
kaizen event.
Teams can also use this time to discuss possible
solutions or counter-measures to the issues on the map.
Any solutions or counter-measures they come up with
can be added to the map using green post-its.

Value Stream Mapping Facilitator’s Guide 18

6 Present Dependencies, Solutions, and
Counter-Measures
Round two of the swim lane review commences with
each functional team lead once again presenting his
or her work flow. During the presentation, anyone -
including the team lead - can use green post-its for
adding possible solutions to the waste and problems
identified earlier.
Process Start Timeline Process End

Group 4 step 1 step 2 step 3 step 4 step 5

! !
:) ! :) :)
Group 3 step 1 step 2 step 3 step 4
! !
:) !
!
Group 2 step 1 step 2 step 3 step 4 step 5 step 6
!
:) ! ! !
:)
Group 1 step 1 step 2 step 3 step 4 step 5 step 6 step 7 step 8
!
:) ! :) ! :) ! ! !
:)

Measures (if any)

The lead also describes communication loops and

realigns the timing of some work or decisions to suit
other functional team’s timing.
After all team leads have presented their revised swim
lanes, the group should have a map showing how the
process works across functional groups and begin a list
of prioritized kaizen “quick win” improvements to make.
If time allows, take another break before moving to the
final review. This will give everyone time to refresh and
to contemplate the work completed thus far.

7 Final Review:
Identify Bursts and Prioritize Action List
During the final review, call out anywhere “bursts”, or
big changes, are needed. These will be places there is
lots of waste or churn of communications, indicating
major issues that need to be addressed.
“Bursts” create big-change solutions. A problem-solving
team(s) should be assigned to each burst following the
workshop.

Value Stream Mapping Facilitator’s Guide 19

 Next, prioritize the list of solutions and counter-
measures. Add each solution or counter-measure to be
implemented to the action list, with owners and timing
clearly identified.
Then, estimate the potential results in terms of
throughput, quality, and lead time savings if measures
are available or have been estimated. Document these
estimates in the report.

8 Closing
Finish the workshop strong by reviewing the results and
confirming next steps.
• Confirm action items and deliverables.
Review the items on the action list and check off
the deliverables on the workshop plan.
• Address the parking lot.
If issues remain on the parking lot and need to
be worked in a future session, clarify them. Close
out the initial parking lot list with assignments or
elevation to higher responsible managers.
• Assign bursts.
Identify team members and a leader or co-
leaders for burst projects.
• Decide: is a future state VSM justified?
Discuss the need for a second workshop to
define a radically better future state process
vision. If the group decides a future state VSM is
not needed, they are saying that improving the
current state is sufficient to meet the workshop
purpose and scope.
• Preview the follow-up meeting schedule and
messages to communicate.
Clarify the date for the next follow-up meeting
and discuss how the results of the workshop
will be shared with functional groups. Then, if a
closing presentation is needed for the sponsor(s),
run through it prior to his or her arrival.
• Plus/Delta
Complete a brief reflection at the end of the VSM
on what worked well (pluses) and what should be
changed for future workshops (deltas). Polling a
sample of participants works well and saves time.

Value Stream Mapping Facilitator’s Guide 20

 Immediately after the meeting
Send out the follow-up email to all involved VSM team
members, which makes sure everyone gets their action
items and a full report in their email.

Managing Time Across One or

More Workshop Sessions
Manage the agenda and strive to stay on time, unless a conscious
decision is made to deviate. If people go off the subject, briefly listen
to detect if the point is pertinent, then, call time out if it’s not. Ask
the team to monitor the conversation themselves and post unrelated
topics on the parking lot.
Depending on the scope of the process you’re mapping, the agenda
above may take several days to complete.
Following each half or full day agenda, the champion and facilitator
(and perhaps the sponsor) should meet briefly to audit progress.
During every session, the facilitator should always be looking two to
four hours ahead in the agenda to confirm the workshop timing, rate
of progress, emerging issues and likely project breakouts.

Value Stream Mapping Facilitator’s Guide 21

Three Ways to Document Results

Using Paper, Whiteboads and Sticky Notes in

Face-to-Face Meetings
Before the meeting, print blank A3 project forms and action sheets.
Send electronic copies of them to the champion and team leaders
for use in the meeting. Prepare the meeting space with a whiteboard,
markers and sticky notes for:
1. Identifying actions and bursts.
2. Listing parking lot items and ideas to revisit later.
3. Brainstorming solutions and listing next steps.

Using an Online Co-Editing Document Application

(Google Docs, Microsoft Word Online, etc.)
Before the meeting, create a new document that
everyone in the group can access and edit together.
Include a link to this document in your meeting
invitation. Add the workshop name as the document
title.

Using Lucid Meetings

Each template includes built-in space for documenting results.
• Add notes to each agenda item by clicking the
“Add Notes” button.
• Tag notes to group related types of waste or mark
parking lot items.
• Document solution ideas and the final experiments
to be tried in notes.
• Add and assign Action Items to capture next
steps.

Value Stream Mapping Facilitator’s Guide 22

RESOURCES FOR ACHIEVING
MEETING MASTERY
By Dan Prock
Facilitating Value Stream Mapping for Knowledge
Work and Service Organizations
The Sensei Way
http://www.senseiway.com/

More of Dan’s work with Lucid Meetings

http://www.lucidmeetings.com/templates/designers/
dan-prock

Books
Karen Martin and Mike Osterling
Value Stream Mapping: How to Visualize Work and
Align Leadership for Organizational Transformation,
McGraw-Hill Education (2013)
Mike Rother and John Shook
Learning to See: Value Stream Mapping to Add
Value and Eliminate Muda
Lean Enterprise Institute (1999)

On the Web
Monthly meet-ups among lean practitioners are
listed online.

The Lean Enterprise Institute

http://www.lean.org/

The Association for Manufacturing Excellence

http://www.ame.org/

The American Society for Quality

http://asq.org/

Value Stream Mapping Facilitator’s Guide 23

ABOUT THE AUTHOR

This template was designed by Dan Prock,

President of Sensei Way L.L.C.

Dan Prock is a graduate engineer with a

Masters and Ph.D. in psychology. He has been
a lean enterprise facilitator, coach and “train
the trainer” workshop leader for over 20 years.

Over that time, Dan led hundreds of kaizen

events in factories and knowledge work areas
including product design, quality assurance,
software development, marketing, law,
restaurants, and small shop operations.

Dan Prock is author of the Sensei Way and can

be contacted at dan@senseiway.com.

Provided under Creative Commons Attribution-ShareAlike

4.0 International License
http://creativecommons.org/licenses/by-sa/4.0/

Value Stream Mapping Facilitator’s Guide 24