Summary
This chapter discussed the importance of continuously improving our value stream work and information flow capabilities. You learned that VSM and Agile share this principle, but their timelines and scope of effort are different. For example, Agile teams use Retrospectives to evaluate relatively small-scale improvements they can make over the next Sprint.
In contrast, VSM teams focus their efforts on more significant and Lean-oriented improvement initiatives that span lengthier timeframes and require larger investments. In addition, Agile teams' continuous improvements typically do not require executive management-level approval; VSM team improvement recommendations nearly always do.
Continuing with our eight-step VSM methodology, you learned how to create a Kaizen plan (VSM step seven) and implement the Kaizen plan (VSM step eight). You also learned how to develop and use several tools to plan and implement your Kaizen plans, such as the Monthly Kaizen Schedule Plan...