The timeline for producing this magazine has grown over the years, and little disruptions can sometimes turn into significant logjams. Hoping to address those challenges, we asked one of our top continuous improvement consultants, Eric Blaha, to lead our team through a two-day value stream mapping (VSM) exercise. The results were eye-opening and inspiring.
I wasn’t sure how well the exercise would go. Many of our writers and editors doubted how a process designed for manufacturing would benefit a creative endeavor. We had our own C.A.V.E. (citizen against virtually everything) man, while others expressed uncertain expectations.
But Blaha has developed extraordinary skills as he’s taken dozens of companies through VSM in recent years, and he deftly led our crew and engaged the skeptics. He helped us produce a list of every step it takes to produce an issue of the magazine, from story conception to delivering copies to the post office for distribution. That list provides a summary look at the “current state” process.
Next, he had us identify each step in the magazine production process as value add, non-value add but necessary, or waste. During those initial discussions, if we had questions or suggestions for change, Blaha added them to a list he called the “parking lot” that he assured us we would revisit later. It was a great way to keep us moving forward without forgetting legitimate suggestions or concerns.
On day two, we focused on either eliminating or modifying steps, particularly those in the non-value add but necessary category, which Blaha says are often the most fruitful areas for improvement. We also revisited our “parking lot” issues, incorporating many into the revised process. Finally, he guided the group to develop a list of action items and gave each one an owner and a deadline to ensure continued momentum.
The exercise produced mind-blowing results. By the middle of the first day, everyone in the room, including our C.A.V.E. man, was on board. By removing or revising certain steps in our production process, we anticipate saving up to 43 days. Just as important, as we revise the process, we’ll reduce frustration, eliminate duplicate work, and produce a higher quality product. We’ll also alleviate the bottlenecks that cause tension and rushed work.
One of the key aspects of the process is that most of the changes we suggested and will adopt are fairly incremental. Blaha says focusing on small improvements that can happen quickly leads to compounded gains. “We make those micro improvements, and we do it over time, and that one or two percent can become really, really big numbers quickly,” he says.
He also urged us to focus on process rather than people. Since the same people won’t always be around, he wanted us to create a process to get something done rather than create one around people’s skills.
Blaha emphasized that trying is more important than talking. “If we sit here and talk about the process and the potential improvements we think we can make, but we never do anything with it, we’re not going to get anywhere,” he says. That’s why he assigned action items to specific people and included firm due dates. That accountability will be critical as we move forward.
The exercise was valuable for our team for the same reason it can be a game changer for manufacturers. Through Blaha’s expert and objective leadership, we stepped outside the crucible of producing the magazine and described and evaluated the role of every task in the production cycle. That allowed us to develop a vision of an improved process and a plan to get there. And it turned us all into VSM cheerleaders.
Return to the Fall 2025 issue of Enterprise Minnesota® magazine.
