In a timeless Article Written by Scott Frahm, we learn the essential nature of the Value Stream Manager:<\/p>\n

<\/strong>
Utilizing a value stream manager within an organization is another way to ensure success in implementing lean. The role of a value stream manager is to understand the entire flow of a product or product group through the company. This person is empowered to make changes that may sub-optimize certain departments, but optimize the supply chain. However, the value stream manager should not focus on sub-optimizing parts of the supply chain, but focus on maximizing the value of the entire system.<\/p>\n

Selecting a value stream manager is not an easy task. The person needs the right attitude, even if the person is not technically strong in lean practices, which can be learned later. Additionally, this person must understand that the real value created on the plant floor is the people and not the technology. When looking for the right candidate, management should look for the following attributes:<\/p>\n

\n
• Strong leadership abilities<\/li>\n
• Motivation skills<\/li>\n
• Decision making based on data, not opinion (3)<\/li>\n<\/ul>\n

  In addition, the value stream manager should possess the following abilities:<\/p>\n

  \n
  • Create and manage a value stream plan<\/li>\n
  • Communicate with senior executives<\/li>\n
  • Demonstrate why urgent change is necessary<\/li>\n
  • Interact with customers and suppliers (3)<\/li>\n<\/ul>\n

    Without support from top management, value stream managers will have little chance of succeeding. For instance, senior executives need to clarify that they will support the value stream manager when he suggests that a department perform at less than optimal levels. This may infuriate the local manager, who may outrank the value manager in authority, and ignore the recommendations to maximize the value of the system. As long as the local manager, and others know that the value stream manager has the support of senior management to enact change, then they will be more inclined to cooperate. In addition, senior level executives must understand that the value chain manager is going to make mistakes. This value stream manager should be encouraged to take calculated risks without fear of reprimand(3)<\/p>\n

    Implementing a lean program is not an easy task. It requires extensive work both within and outside the organization. But the long-term benefits, as Toyota has demonstrated with its increasing market share in the United States, can help differentiate your organization from the rest of the pack.<\/p>\n

    To read the whole Article: see The Road To Lean Manufacturing<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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