The Value Stream Mapping method (VSM) is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes using the tools and techniques of Lean Manufacturing. The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste being any activity that does not add value to the final product, often used to demonstrate and decrease the amount of ‘waste' in a manufacturing system. VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but is also used as a strategic planning tool, and a change management tool.In order to do this, the Value Stream Mapping method visually maps the flow of materials and information from the time products come in the back door as raw material, through all manufacturing process steps, and off the loading dock as finished products. Mapping out the activities in the manufacturing process with cycle times, down times, in-process inventory, material moves, information flow paths, helps to visualize the current state of the process activities and guides towards the future desired state. The process usually includes the physically mapping of the "Current State" while also focusing on where you get to, or the "Future State" map, which can serve as the foundation for other Lean improvement strategies. History of VSM: The use of waste removal to drive competitive advantage inside organizations was pioneered in the 1980s by Toyota's chief engineer, Taiichi Ohno, and sensei Shigeo Shingo and is oriented fundamentally to productivity rather than to quality. The reason for this is thought to be that improved productivity leads to leaner operations which help to expose further waste and quality problems in the system. Thus the systematic attack on waste is also a systematic assault on the factors underlying poor quality and fundamental management problems. The seven commonly accepted wastes in the Toyota production system were originally (reformulation by Jones between brackets): 1、 Overproduction (faster-than-necessary pace) 2、 Waiting 3、 Transport (conveyance) 4、 Inappropriate processing 5、 Unnecessary inventory (excess stock) 6、 Unnecessary motion 7、 Defects (correction of mistakes) Workshop objectives: ● familiarize front line managers and their leadership structure with system focused value stream flow   organization and management techniques ● assist front line managers in “seeing the flow” of their products and services and organizing their flow as   a focused value stream system ● assist front line managers in understanding how to apply lean principles and methods to improve the   efficiency of their product or service's flow ● assist front line managers in transforming toward a servant leadership style of management, developing   ways to better support their team members, and ensuring teamwork throughout their product's process flow ● assist front line leaders in blending value stream management of their processes into the existing leadership   and business structures of their organization ● assist front line managers in developing an efficient lean transformation path from conventional to value   stream flow operations ● assist front line supervisors in understanding how success is measured in lean value stream focused   operations To achieve these objectives, participants will: ● learn and apply value stream operations and management principles & methods ● discuss the success of these principles within several example case studies ● discuss ways to sustain value stream improvements within conventional silo management organizational   structures. Day1: What's Value Stream Management introductions and workshop structure ●lean manufacturing, value, and value streams what is a value stream? ● value stream management - toyota style ● servant leadership what is value stream management? ● value stream management roles and responsibilities what's important about value stream management? ● focusing of value stream flow - optimizing the whole value stream management's fit within conventional business structures ● blending value streams into existing organizational and business structures ● solving boundary interaction problems how do I organize to manage by value stream? ● Value stream flow kaizen ● impediment process kaizen and 5 “s” how do I manage my value stream? ● establishing continuous flow or “pull” ● visual process and production control ● regulating flow through pacing and balancing workload 1st day progress wrap-up   Day2: How do I make it work for us how do I assure quality through value stream management? ● practical quality at the source ● mistake proofing how do I transform my process to a value stream focus? ● becoming lean! - transforming your value stream ● sustaining improvement how do I measure my value stream's success? ● bench-marking current performance ● value stream tailored lean performance metrics how do I improve my value stream? ● continuous improvement leadership how do I assure teamwork within my value stream? ● team building and consensus improvement group value stream management discussions wrap-up and workshop value