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The Lean-Agile Way

You're reading from   The Lean-Agile Way Unleash business results in the digital era with value stream management

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Product type Paperback
Published in Aug 2024
Publisher Packt
ISBN-13 9781835461877
Length 386 pages
Edition 1st Edition
Concepts
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Authors (3):
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Al Shalloway Al Shalloway
Author Profile Icon Al Shalloway
Al Shalloway
Cecil 'Gary' Rupp Cecil 'Gary' Rupp
Author Profile Icon Cecil 'Gary' Rupp
Cecil 'Gary' Rupp
Richard Knaster Richard Knaster
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Richard Knaster
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Toc

Table of Contents (19) Chapters Close

Preface 1. Part 1:Building on Lean-Agile Foundations: Mastering the Basics FREE CHAPTER
2. Chapter 1: Navigating Lean-Agile Transformations 3. Chapter 2: Solving Complex Business Problems with Agility 4. Chapter 3: Establishing Lean Flows to Improve Productivity 5. Part 2: Attending to our Value Streams: Prioritize Improvements by their Value-Added Impact
6. Chapter 4: Driving Improvements with Value Stream Management 7. Chapter 5: Introducing the VSM Implementation Roadmap 8. Chapter 6: Navigating Value Stream Optimization 9. Chapter 7: Connecting the Value Stream Network 10. Part 3: Achieving Lean-Agile and VSM Mastery: For Product-Oriented Business Transformations
11. Chapter 8: Implementing the Basic Lean-Agile Solution Team (BLAST) 12. Chapter 9: Defining a Business Agility System for the Enterprise (BASE) 13. Part 4: Driving Sustainable Transformation: Strategies to Achieve Lean-Agile Mastery
14. Chapter 10: Enhancing Decision-Making in the Lean-Agile Organization 15. Chapter 11: Implementing Strategies for Organizational Transformation 16. Chapter 12: Building Lean-Agile and VSM Mastery 17. Index 18. Other Books You May Enjoy

Questions

This section is offered for those who want to evaluate comprehension and retention of the information provided in this chapter. There are 10 questions. The answers are provided in the next subsection. Recalling the exact phrasing of the original content is not important. Instead, it’s more important to recall the concepts and their applications.

  1. What are the primary objectives of VSM as outlined in the foundational principles?
  2. How does VSM differ from traditional Lean practices in its approach to improving organizational processes?
  3. What is the primary goal of defining an idealized customer value stream in a VSM initiative?
  4. Why is establishing metrics and success criteria crucial in a VSM initiative?
  5. Why is it important to start value stream mapping from the point of product or service delivery to the customer?
  6. How does prioritizing areas for improvement benefit a VSM initiative?
  7. Why is adaptability key in the execution phase of a VSM...
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