kanban the hard way

Kanban the Hard Way

September 2012

Kanban the hard way

Mike Burrows (@asplake)mike@djaa.com

http://positiveincline.com

Kanban the Hard Way

September 2012

What do we see?

Kanban the Hard Way

September 2012

We see work items

Kanban the Hard Way

September 2012

We see variety

Kanban the Hard Way

September 2012

We see work items organised by need

Kanban the Hard Way

September 2012

What does this work item need?

Kanban the Hard Way

September 2012

What do these need?

Kanban the Hard Way

September 2012And this one?

Kanban the Hard Way

September 2012

Work items organised by need,arranged in a left-to-right progression

Kanban the Hard Way

September 2012

We see also some secondary organisation

Kanban the Hard Way

September 2012

We see also some secondary organisation

Kanban the Hard Way

September 2012

What do we see?

Kanban the Hard Way

September 2012

What don’t we see?

How are people organised?

Kanban the Hard Way

September 2012

Kanban works with your organisation…and on it

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

It lives! It moves!

Kanban the Hard Way

September 2012

Simple rules combine to give us the behaviour we desire

Kanban the Hard Way

September 2012

Simple rules combine to give us the behaviour we desire

Kanban the Hard Way

September 2012

Your process can evolve faster and more safely than you may realise

Kanban the Hard Way

September 2012

Your process can evolve faster and more safely than you may realise

Kanban the Hard Way

September 2012

Every limit, every policyis a leverage point

Kanban the Hard Way

September 2012

A Little Queuing Theory

Average Cycle Time =Work in Progress

Throughput

Where:Cycle Time (CT)

=how long it takes one item togo through the system

Work in Progress (WIP) =

how many items are in the system at any time

Throughput (TH) =how many items are produced per unit of time

John Little

Kanban the Hard Way

September 2012

Theory and practice meet in a CFD

0

20

40

60

80

100

120

On hold

Proposed

Prioritised

Ready for Dev

Dev

Testing

Ready for Re-lease

Released

Implemented

Kanban the Hard Way

September 2012

We face a continual battle

Uneven flow Over-burdened

people

Waiting Rework

Kanban the Hard Way

September 2012

We can put even the waste to good use!

Kanban the Hard Way

September 2012

Kanban works with your process…and on it

Kanban the Hard Way

September 2012

“The work will teach you how to do it”(Estonian proverb)

Kanban the Hard Way

September 2012

Here

There

Transition

How we wish change worked

Kanban the Hard Way

September 2012

What change really feels like:Virginia Satir’s J Curve

Kanban the Hard Way

September 2012

What change really feels like:Virginia Satir’s J Curve

Kanban the Hard Way

September 2012

Evolutionary change withmany small J’s

Increasing “fitness”

Increasing capabilityfor change

Kanban the Hard Way

September 2012

SPC: Shewhart, Deming TPS: Ohno, Shook, Rother TOC: Goldratt Lean: Womack & Jones, Liker, Reinertsen Six Sigma: Motorola, GE Systems Thinking:

Deming, Ackoff, Gall, Meadows, Senge Complexity Science: Snowden Beyond Budgeting: Bogsnes, Hope & Fraser Agile, XP, etc: Beck, Cockburn, Jeffries et al Lean Startup: Ries

Decades of experience in these small J’s of “safe to fail” experiments

Kanban the Hard Way

September 2012

Plan - Do - Check – Act Check - Plan - Do Look - Ask - Model - Discuss - Act Define - Measure - Analyse -

Improve - Control Build - Measure – Learn TOC’s 5 Focusing Steps, POOGI

Decades of experience in these small J’s of “safe to fail” experiments

Kanban the Hard Way

September 2012

1. Start with what you do now

2. Agree to pursue incremental,evolutionary change

3. Initially, respect current roles, responsibilities & job titles

4. Encourage acts of leadership atall levels in your organization– from individual contributor to senior management

Foundational principlesthat make evolutionary change possible

Kanban the Hard Way

September 2012

Understanding

Respect

Agreement

Leadership

Kanban the Hard Way

September 2012

Core practices that stimulate and sustain change

1. Visualise2. Limit Work-in-Progress3. Manage Flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively,

evolve experimentally

Kanban the Hard Way

September 2012

Kanban works within your system…and beyond it

Kanban the Hard Way

September 2012

Kanban works…

with your organisationand on it

with your processand on it

within your systemand beyond it

Kanban the Hard Way

September 2012

Keywords

Organisation Visualisation, visual management Knowledge discovery process Sense-making Self-organisation

Process Pull system, kanban system, flow Bottleneck, variation, variety Emergent behaviour, leverage points Deliberate, evolutionary change; fitness Cumulative Flow Diagram (CFD)

System Kanban Method Models for collaborative improvement (several, growing)

Kanban the Hard Way

September 2012

References

Kanban, David J. Andersonhttp://agilemanagement.net/index.php/kanbanbook/

Kanban the Hard Way

September 2012

Resources

kanbandev http://finance.groups.yahoo.com/group/kanbandev/

kanbanops http://finance.groups.yahoo.com/group/kanbanops/

#kanbanhttps://twitter.com/#!/search/realtime/%23kanban

djaa.com (agilemanagement.net) leankanbanuniversity.com limitedwipsociety.org

Kanban the Hard Way

September 2012

Thank you.

Questions?

Mike Burrows (@asplake)mike@djaa.com

http://positiveincline.com