FROM ZERO TO A BOARDHOW WE GOT TO KANBAN AT WINKLE

Tina Dudenhöffer Maarten HoppenMarianne Lanting

AGENDA

OUR MISSION TO MARS

� The Problem

� Winklefying Kanban

� Kanbanizing Winkle

� The Challenges

� The Success

THE THING WITH CONTROL

Sales OfficeAmsterdam

Sales OfficeItaly

Sales OfficeUK

Sales OfficeUS

175 Projects/ year

25 people

Commission to start

av. 2 days

Changes

Av. 4 wk leadtime

2009

THE THING WITH CONTROL

Projects

ProjectPlanningResource

Planning

CRM

FinanceSystems

Box File Storage

Excel sheets

TomsplannerEmails

Skype

internal projects

CONTROL IS AN ILLUSION

ad hoc projects

changes

errors

us vs.them

ProjectPlanningResource

Planning

CRM

FinanceSystems

Box File Storage

Excel sheets

TomsplannerEmails

Skype

internal projects

CONTROL IS AN ILLUSION

ad hoc projects

changes

errors

us vs.them

http://lkbx16.leankanban.com

IT’S NOT THE TOOLS…

….IT’S US

DON’T LET TECHNOLOGY DRIVE YOUR PROCESSWinkle found this out the hard way

ProjectPlanningResource

Planning

CRM

FinanceSystems

Box File Storage

Excel sheets

TomsplannerEmails

Skype

internal projects

CONTROL IS AN ILLUSION

ad hoc projects

changes

errors

us vs.them

THE FIRST STEPS

� start with what you have

� make incremental changes

� letting go

TINA INFRONT

OF BOARD PIC?

WINKLE DAY

� What is Kanban

� Why Kanban for us

� How will it help

� and btw, there is a stand-up…

THE LAUNCH

25. FEBRUARY 2015

THE FIRST WEEKS

� Students of Chaos Theory

� 1 hour stand-up

� Twice as many concerns

� Three times as many changes

� Feedback and team involvement

THE TRAINING

Systems

Thinking

Aproach

To

Implementing

Kanban

Introductory Exercise – Understand Demand

n Define types of work, think aboutn Source, Destination, Workflow, Size

n Underlying purpose

n For each type of work analyze…n Arrival Rate (seasonal fluctuations?)

n Customer Expectations (reasonable or otherwise)

n Describe Sources of Customer Dissatisfactionn (or points of customer conflict)

n Identify any policies that affect customer satisfaction

n Describe Sources of Internal /Team Dissatisfactionn Variability that randomizes the process

n Prevents work being delivered on-time, with good quality etc

Initial Board Design

n Design a Kanban Systemn Types of work

n Workflow status

n Hierarchy of work items?

n Classes of service

n WIP Limit Policies

n Ticket Design

n Capacity assignment

n Visualization

n How is the system designed ton Deliver customer satisfaction

n Eliminate sources of customers dissatisfaction

n Eliminate sources of internal dissatisfaction and variability

n How will the design need to adjust vary over time / seasonally?

THE NEW BOARD

� the new set up

� Avatars

� new cards

� process

� having fun with it

THE CARDS

THE BROCHURE

� the final agreement

� a resource for the team

� a tool for new additions

� a basis for improvement

TEXT

THE BROCHURE

TEXT

THE VICTORY OF KANBAN

IT TAKES TIME, RIGHT?

�Implemented in 2 weeks

�Smooth process in 2 months

�Results right from the very first stand up

WITH CONTINUOUS RESISTANCE

�Team in charge

�Extra stand ups added (after a month)

�Replenishment

AND IT IS STILL HARD WORK TO GET USEFUL INFO OUT

�Constant up to date status of the available capacity

YOU NEED TO ADJUST TO THE PROCESS OR TOOL

�More teamwork

�Sales and research functioning like a team

�Staff joining

IT ONLY WORKS WHEN YOU STANDARDISE

�Embracing expedite projects

�Small and large projects on one board

AND IN THE END IT IS HARD TO MEASURE REAL SUCCESS

�30 percent more revenue with the same team!

�Utilisation of capacity

�Less switching time due to WIP limits

�Less hand-overs

�Less mistakes, less rework

�Difference between loss or profit

AND IN THE END IT IS HARD TO MEASURE REAL SUCCESS

�30 percent more revenue with the same team!

�Utilisation of capacity

�Less switching time due to WIP limits

�Less hand-overs

�Less mistakes, less rework

�Difference between loss or profit

http://lkbx16.leankanban.com

QUESTIONS?

https://youtu.be/VOhwq18iSw4

What is Kanban?

Ad-hocwork

Kanban

¡ Agile/LeanmethodbasedonToyotaProduction

System(TPS)

¡ � =Kan=Visual

¡ � =Ban=Card

¡ VisualSign

Goal of Kanban

Capability

Demand

Bron:DavidAndersonatLeanKanbanBenelux2011

Kanbansystem

Economicalbalancebetweencapabilityendemand

ThethreechangemanagementprinciplesofKanbanare

1. Startwithwhatyoudonow

– understandingcurrentprocesses,asactuallypracticed

– respectingexistingroles,responsibilities,andjobtitles

2. Agreetopursueimprovementthrough

evolutionarychange

3. Encourageactsofleadershipateverylevel,

fromindividualcontributortosenior

management

ThethreeservicedeliveryprinciplesofKanbanare

1. Understandandfocusonyourcustomers’needs

andexpectations

2. Managethework;letpeopleself-organize

aroundit

3. Yourorganizationisanecosystemof

interdependentservices,steeredbyitspolicies;

reflectregularlyontheireffectivenessand

improvethem

Kanban is a complex adaptive system and catalyses incremental change to become a Lean organization.

Core practices of Kanban

• Visualize Workflow• Limit Work-in-Progress• Measure & Manage Flow• Make Process Policies Explicit• Develop feedback mechanisms

at workflow, inter workflow and organizational level

• Improve Collaborativelyusing “fail to safe” experiments

Map the Value Stream and track your work on a White board.

Hold a standup meeting everyday in front of the White board.

WIP limits create a pull-systeem and a white board visualizes the delivery pipe line

Pull

Flow – from Engineering Ready to Release Ready

WIP Limit – manages "inventory" in each fase of the process

Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality

Steven C. Wheelwright and Kim B. Clark

MULTITASKING IS NOT PRODUCTIVE

Theory of constraints(Bottleneck Analyse)

Daily standup meeting becomes a central catalyst of a Kaizen culture.

In this example:

• 40 people• big project with 6 development teams

• 10 minutes (never more then 15)

Swim lanes are used to describe worktypes. Allocating capacity across lanes

5 4 43 2 2 = 20 total

...

Change Req

12

Maintenance

2

Production Defect

6

Allocation

Total = 20Input

QueueDev

Ready In Prog Done

BuildReady Test

ReleaseReadyDoneIn Prog

DevelopmentAnalysis

Example classes of service

n Expedite

n Fixed Delivery Date

n Significant delay incurred on or from a specific date in near future

n Standard Class

n (Near) linear cost of delay beginning immediately

n Intangible Class

n No tangible cost of delay within reasonable lead time to delivery window

Color visualizes classes of service. Different Capacity for classes

5 4 43 2 2 = 20 total

Allocation

10 = 50%

...

+1 = +5%

4 = 20%

6 = 30%

InputQueue

DevReady In Prog DoneDoneIn Prog

DevelopmentAnalysis BuildReady Test

ReleaseReady