Analyzing supplier relationships seems a bit off for value stream mapping. I lean towards identifying non-value-added activities as the best fit, but I could be wrong.
I remember practicing a question similar to this, and I think it was about planning kaizen events. That might be where value stream mapping shines too.
I think value stream mapping is really useful for identifying non-value-added activities, but I'm not entirely sure if that's the only benefit it provides.
This question seems straightforward - I think the key is understanding the difference between programmes and projects. The answer is likely related to the need for programmes to be flexible and adapt to changes in the organization's strategy.
Martina
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