intro to lean practices & tools
TRANSCRIPT
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Lean Practices & ToolsRemember, practices evolve. Principles endure
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Tools are a means to an end Helping teams apply Lean
principles
Eliminate Waste
BuildQuality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Process
Skille
d Pe
ople
Tools & Technology
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Gemba Kaizen: Preferring bottom up change
1. Go See - Profound knowledge about potential process or product improvements starts with observation
2. Ask Why - Ask open-ended questions based on observing actions, not on assumptions. Use 5 Why's to find root cause and real needs vs surface asks
3. Show Respect - Assume the person on the ground knows more about their specific context than you or their manager. But avoid embarrassing them, too
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Value Stream Mapping: Touch Time & PCE
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Measuring Speed: Lead Time vs Cycle Time
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Value Stream Mapping: Bottlenecks
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Bull-whip Effect
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The quickest path to agility is to start from where you are today.
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaborativelyusing Kanban to implement Lean
Evolve
* Often implicitly at first
Kanban: Dynamic VSM
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Managing WIP limits for queues much easier than managing capacity utilization directly
Work Cells: Stability for delivery & kaizen
Career Management
Hiring
Training
Standards
Mentoring
SquadDelivery
Goal is 7 +/- 2 members
Has skills for 80% of work - X-Functional or Service Center
Member can belong to only 1 squad
Located together (physically or virtually)
Work assigned to the squad not squad members
Guild
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Obeya: Putting (& keeping) teams together
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Takt Time: A predictable rhythm of delivery
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Week 0 Week 1 Week 2 Week 3 Week 5Week 4
PullPlanning
Hackathon
or
SquadDrivenWork
A3 A3 A3A3
Takt Time: A predictable drumbeat of delivery
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Takt Time: A predictable drumbeat of delivery
1 2 3 4 65
Jan 4
All Hands
Annual Kickoff
Board Jan 27
Feb 15 May 9 June 20
All Hands
Mid-Year Party
Board Jul 29
Aug 1Mar 28
All Leaders
Board Apr 22
7
Sep 12
All Leaders
Board Oct 21
8
Oct 24
Long sweep to allow for holidays
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Jidoka: Auto(nom)ating for Scale
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Andon: Slow down to speed up
• Trying to solve a critical issue alongside normal work, or worse ignoring it, helps nobody
• Everyone has the right and responsibility to call out what they believe to be critical issues
• False alarms are OK• A stop-the-line involves a least a whole squad as
well as any squad with experts needed for the issue• Communicate resolution as soon as practical• Don’t resume normal work until the team has done
a root cause analysis
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A3: Concisely clarifying problems vs solutions
What is this? Why should I care?
How?Who will notice?
Why? What else?
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MVP: Minimum testable, usable, loveable
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FrequentSmallGoodDecoupled FSGD
( Fizz Good )
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leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key ReadingImplementing Lean Software Development: From Concept to Cash - Mary and Tom Poppendieck
Lean IT: Enabling and Sustaining Your Lean Transformation- Steve Bell, Mike Orzen
Lean Enterprise: How High Performance Organizations Innovate at Scale- Jez Humble, Joanne Molesky
The Lean Startup: How Constant Innovation Creates Radically Successful Businesses- Eric Ries
CustomerCentric Selling- Michael Bosworth, John Holland
Online
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