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Depth of a Kanban Implementation

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For more details check: http://leanagileprojects.blogspot.se/2013/03/depth-of-kanban-good-coaching-tool.html …

For more details check: http://leanagileprojects.blogspot.se/2013/03/depth-of-kanban-good-coaching-tool.html

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  • 1. Assessing the Depth of a Kanban Implementation Operation Excellence Support Sandvik IT (2012/08)Christophe Achouiantz – Lean/Agile Coach@ChrisAch This work is licensed under ahttp://leanagileprojects.blogspot.se/ Creative Commons Attribution-ShareAlike 3.0 Unported License.
  • 2. Christophe Achouiantz – @ChrisAch Why Assessing the Depth of a Kanban Implementation?Teams, Managers and Coaches can quickly evaluate the currentcapability of a team/group, in order to:• See how the capability measures against the recommended level for sustainable improvements• Guide the team/group on what to improve next• See, over time, the evolution of the capability (positive or negative trend)• See the impact of the team/group improvement work• See the impact of organizational/structural changes that are outside the team/group’s control (costs reductions, distributed, etc.)• Motivate! Get acheivements and recognition for reaching deeper implementation
  • 3. Christophe Achouiantz – @ChrisAch Assessing the Depth of a Kanban Implementation• Improve continuously in a Effects (12) • See & Understand sustainable way (WIP, Blocks, Queues) Improve (10) Visualize (13) 10 7 12 6 10• Generate actionable • Improve Predictability Lean 4 7 feedback (information) 4 • Reduced Task Switching Necessary for • Reduced Lead times from stakeholders to 2 sustainable improve • Reduced Overburding improvements (quality, sustainability) Feedback 6 3 2 Limit WIP (4) Loops 1 2 3 (7) 2 5 Improving Sustainably 8 6 • Increase Liquidity Excellence • Measure Flow / capability 10 (WIP, throughput, Queues,• Set Standards to improve upon lead time) 10 • Defer Commitment Explicit Policies (12) Manage Flow (11)
  • 4. Visualize Limit Work in Progress Manage Flow Christophe Achouiantz – @ChrisAch1. Work (all, according to current policies) 1. No WIP limit, but commitment to finishing work over 1. Daily planning meetings (as “daily” as agreed by policies)2. Work Types starting new (eventually reaching a WIP level that “feels 2. Blocks out of team control are escalated for resolution3. Workflow (“process”, way-of-working, value stream) OK” for the team) 3. Next is re-prioritized continuously (no commitment in Next)-4. ‘Next’ & ‘Done’ 2. Some explicit WIP limits, at lower level than workflow Deferred Pull decisions (dynamic prioritization)5. Current Team Focus (avatars) (a.k.a Proto-Kanban): personal Kanban, WIP limit per 4. CFDs (updated at least once a week)6. Blocks person, WIP limits for some columns or swim- 5. Control Charts (updated at least once a week)7. Current Policies (DoD, DoR, capacity allocations, etc.) lanes, workflow with infinite limits on “done” queues, etc. 6. Size of ongoing work items is limited (large work is broken8. Ready for Pull (“done” within the workflow/in columns) 3. Explicit WIP limit at workflow level - Single workflow full down)9. Metrics (lead-times, local cycle times, SLA targets, etc.) pull 7. Flexible staff allocation (swarming)10. WIP limits 4. Multiple interdependent workflows with pull system 8. Cadence is established (planning, delivering, retrospective)11. Inter-work dependencies (hierarchical, parent-child, etc.) 9. Flow metrics (number of days blocked, lead-time efficiency)12. Inter-workflow dependencies 10. SLA expectations and forecasts (lead-time targets)13. Risk dimensions (cost-of-delay, technical risk, market risk) 11. Capacity AllocationsMake Policies Explicit - All Policies must be CURRENT (known & actually used) Implement Feedback Loops Improve1. Definition of Work Types and Work Item (template) 1. Daily Team standups 1. The group knows why it exists and its criteria for success2. How to pull work (selection from ‘Next’/prioritization of WIP) 2. Key stakeholders (mngt, customers, other groups) are 2. Regular Retrospectives / Kaizen events3. Who and when manages the ‘Next’ and ‘Done’ queues regularly updated on the current situation 3. The team knows its current condition (may require metrics)4. Staff allocation / work assignment (individual focus) 3. Managers go and see (walk the ‘gemba’) regularly 4. True North exists, is communicated and shared by the team5. Definition of Ready for ‘Next’ 4. Regular discussions with upstream and downstream 5. The team knows the current target condition (the challenge)6. Who, when and how to estimate work size partners 6. There is a validation criteria (test) for the current target condition to7. Limit size of work items (work breakdown) 5. Regular presentations and discussions about Financial know when the target condition is reached8. How to select & prepare work for the ‘Next’ queue performance 7. The team knows what obstacles are preventing them from reaching9. Definition of Done at all steps (seen as a Target Condition) 6. Regular presentations and discussions about Quality KPI the target condition10. Knowledge spreading/sharing strategy (defect rate, customer satisfaction, etc.) 8. The team knows what obstacle is being currently addressed11. Class-of-Service 7. “Regularly” means once per month or more often 9. The team knows what is the next step in resolving the current obstacle12. Capacity allocation (PDCA) 10. The team go and see what they have learned from taking that step Effects (12)Effects (seeing Evidence of…)1. Team members are seeing and understanding the Big Picture Improve (10) Visualize(13) (team-level vs. local situations) 102. Better “team spirit” (helping each-others to complete work, respect)3. Focus on removing blocks 7 124. Focusing on finishing work rather than starting new work 6 105. Team is working on the “right” thing (“right” prioritization) Lean 4 76. Limiting work to team’s capacity (limited stress, optimal lead- 4 times) 27. Team has motivation to drive improvements8. Local process evolution (visualization, workflow, policies, WIP Feedback 6 3 2 Necessary limits) Limit WIP9. Increase depth of Kanban implementation Loops 1 2 310. Process evolution was model-driven (7) (4) 211. Process or management policy evolution as a result of mentor- 5 Baseline mentee12. Inter-workflow or management policy evolution due to operations review 8 Excellence 6 10Depth of Kanban Implementation 10 Explicit Policies(12) Manage Flow (11)Team: Date:
  • 5. Christophe Achouiantz – @ChrisAch Team Name (date) Effects (12)00 Improve (10) 10 Visualize (13)Current”Score” 7 12 6 10 Lean 4 7 4Trend 2 Necessary Feedback 6 3 2 Limit WIP Loops 1 2 3 (7) (4) 2 5 Baseline 8 Excellence 6 10 10 Explicit Policies (12) Manage Flow (11)
  • 6. Christophe Achouiantz – @ChrisAch Team X (2012-10-11) Effects (12)45 Improve (10) 10 Visualize (13)Current”Score” 2012-10-11 12 7 6 10 4 2012-08-20 Lean 7 4Trend 2 Necessary Feedback 6 3 2 Limit WIP Loops 1 2 3 (7) (4) 2 5 Baseline Next Target Condition 8 Excellence 6 10 10 Explicit Policies (12) Manage Flow (11)
  • 7. Christophe Achouiantz – @ChrisAch Team Y (2012-10-02) Effects (12)24 Improve (10) 10 Visualize (13)Current”Score” 7 12 6 10 Lean 4 7 4Trend 2 Necessary Feedback 6 3 2 Limit WIP Loops 1 2 3 (7) (4) 2 5 Baseline 8 Excellence 6 10 10 Explicit Policies (12) Manage Flow (11)

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