Explain why value stream mapping looks at end-to-end flow before selecting countermeasures.
The map is not the improvement. The map is how the team learns what to improve. Door-to-door beats station-to-station A station metric can improve while the customer still waits. Value stream mapping follows one product family across departments so the team can see the full system: who triggers work, where inventory waits, where defects loop back, and where scheduling decisions create batching. Current state first Do not draw the desired process and call it reality. A useful current-state map records what is happening now, even when it is awkward: actual queue sizes, late changeovers, missing signals, rework loops, and information…
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