We have talked about the key elements and approaches for VSM. As we can see from the lecture, VSM starts with a process analysis and requires constructive re-thinking of process measures (time, inventory, space). In practice, however, unsuccessful implementation of VSM is often a result of heavy emphasis on some single-dimensional measure (typically, time or inventory). For example, squeezing the processing time too much can require a significantly increased need for labor or a rapid piling up of inventory. What principles do you think can be helpful in balancing different process measures in VSM?