Value stream mappingin public transportation

The public transportation authority – operating trams, buses, workshops, control centers, service units, and administrative departments – faced the challenge of making its processes more transparent and efficient. The organization was highly complex, shaped by numerous interfaces, dependencies, and daily challenges that often remain invisible in the background.

But we wanted to demonstrate one thing clearly:
Lean works everywhere – including environments where there are no machines on the shop floor, but people moving an entire city every single day.

Our goal was not to simply impose a production tool, but to translate the method in a way that makes it understandable, applicable, and effective in the context of public services.

Together, we:

• explained what value streams really mean

• made processes visible together with the teams

• analyzed lead times, waiting times, and bottlenecks

• examined interfaces between service, technology, planning, administration, and operations

• qualified employees through hands-on workshops

• built Lean competence step by step

For the first time, it became visible to everyone how many steps, stakeholders, and dependencies a single process in public transportation actually involves – and where the greatest improvement potential lies.

Through the value stream analysis, we were able to identify multiple areas for improvement:

• reduced waiting times for technical approvals

• clearer interfaces between control centers, workshops, and operations

• improved communication during disruptions

• faster coordination between administrative and operational units

• greater transparency in work planning

• more structured processes in incident and disruption management

The teams were surprised by how much potential became visible – even though there was no “production” in the classical sense.

And that was the key success:
A shared understanding of processes, value streams, and the importance of collaboration across departmental boundaries.

Because it shows one essential truth:
Lean is not a toolbox for factories.
Lean is a mindset that works wherever people deliver value – whether they operate trains, repair buses, sell tickets, or work in administration.

Value stream mapping gave the transportation authority a new perspective on its processes – and empowered employees with the confidence to actively shape and improve them.

Lean has arrived in public transportation – effective, human-centered, and sustainable.