Lean value stream organization
Restructures the organization around value stream owners accountable for flow, pull, and takt, with kaizen as a designed improvement loop, but never asks whether a step in the stream should be executed by an agent.
James Womack and Daniel Jones; Mike Rother and John Shook, 1996
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Lean value stream organization
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads four: Flow, Structure, Learning, and Coordination. The other eight it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
What limits throughput, and what is supposed to happen when the line stops?
What is the smallest unit that can own a customer outcome end to end?
How does tacit judgment become reusable, and who owns the loop that has to close?
What synchronizes the work when there is no room and half the team is not a person?