Enter Kanban: 20th Century Leadership for 20th Century Academia

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Slides from presentation for Lean/Kanban France (#LKFr12) October 2012. Photos property DePaul University. You may use this presentation, just please ask. :)

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Enter Kanban: 20th Century Leadership for 20th Century Academia

  1. 1. Enter Kanban: 21st Century Leadership for 21st Century Academia #EnterKanban Derek W. Wade Megan Stemm-Wade @derekwwade @mstemmdepauldwade@kumido.com mstemm@depaul.edu www.kumido.com (C) 2009-2011
  2. 2. www.kumido.com (C) 2009-2011
  3. 3. Need • collaboration with minimal processGoals (via case study) • visualization empowers self-leadership • it’s easy to startLearning Objectives • examples of visualization = empowerment • one team’s experience, from bad to better • 3 recommendations for you www.kumido.com (C) 2009-2011
  4. 4. My Worst Week status meetings! www.kumido.com (C) 2009-2011
  5. 5. From theclassroom... ...to online. www.kumido.com (C) 2009-2011
  6. 6. 80-90 course every s 10 wee Faculty ks NEW COURSES I.D. TeamREVISIONS Faculty www.kumido.com (C) 2009-2011
  7. 7. Effects“Should I fix this or are you?” – teammate“I thought we fixed this issue!” – professor“This link doesn’t work, is our assignment due today or tomorrow?” – student www.kumido.com (C) 2009-2011
  8. 8. Problem Brainstormed “Remedy”Ineffective meetings Meeting agendas Longer meetings!Confusion about workloads/ Bring to the Directorresponsibilities More meetings!Rework Longer lead time requirements(time spent double-checking) Not possible!Errors in final product “Shift the burden” to final position Helplessness - not our problem! “The beatings will continue until morale improves!” www.kumido.com (C) 2009-2011
  9. 9. DETERMINISTIC“...causally determined by preceding events...” 9 www.kumido.com (C) 2009-2011
  10. 10. Deterministic ImprovementCurrent Desired Remedy State State www.kumido.com (C) 2009-2011
  11. 11. No Heat ? Comfy Home 11 www.kumido.com (C) 2009-2011
  12. 12. 12www.kumido.com (C) 2009-2011
  13. 13. Replace ComfyNo Heat Furnace Home NoFurnace 13 www.kumido.com (C) 2009-2011
  14. 14. Keeping the Home Comfortable 14 www.kumido.com (C) 2009-2011
  15. 15. TemperatureThermostat Heat difference Output 15 www.kumido.com (C) 2009-2011
  16. 16. Empirical Work Inspect & EvaluateCurrent Action Effects StateEmpirical = based on direct observation (reality) www.kumido.com (C) 2009-2011
  17. 17. Innovation GamesTMwww.kumido.com (C) 2009-2011
  18. 18. Innovation GamesTMwww.kumido.com (C) 2009-2011
  19. 19. Recommendations1. Start with the pain (reality)2. ...3. ... www.kumido.com (C) 2009-2011
  20. 20. Enter Kanban!Ready Doing Waiting Done + www.kumido.com (C) 2009-2011
  21. 21. Maintenance“Thermometer”HIGH LOAD Name 1 Name 2 Name 3 Name 4 Name 5LOW LOAD www.kumido.com (C) 2009-2011
  22. 22. “You have a lot going on... ...maybe I can take that this week.”www.kumido.com (C) 2009-2011
  23. 23. Problem Kanban+CI EffectsIneffective meetings Reduced # of meetings, each very focusedConfusion about Instant workloadworkloads/responsibilities Visualization re-distribution + StandupRework +(double-checking) CI ?Errors in final product www.kumido.com (C) 2009-2011
  24. 24. Recommendations1. Start with the pain (reality)2. Make it visible3. ... www.kumido.com (C) 2009-2011
  25. 25. www.kumido.com (C) 2009-2011
  26. 26. Empirical Improvement Inspect & Evaluate Current Experiment Effects StateIt’s not Continuous Improvement if you only do it once! www.kumido.com (C) 2009-2011
  27. 27. Addition of “Parking Lot”for future projects Horizontal lanes for “Team Projects” or “Fires” Maintenance “Thermometer” removed www.kumido.com (C) 2009-2011
  28. 28. Problem Kanban+CI EffectsIneffective meetings Reduced # of meetings, each very focusedConfusion about Instant workloadworkloads/responsibilities Visualization re-distribution + StandupRework +(double-checking) CI More autonomy to build quality inErrors in final product (with student workers) www.kumido.com (C) 2009-2011
  29. 29. “Hard” Issues • student workers = on the team? • no common area for board • many visible tasks, few common goalswww.kumido.com (C) 2009-2011
  30. 30. Recommendations1. Start with the pain (reality)2. Make it visible3. Regularly experiment & evaluate www.kumido.com (C) 2009-2011
  31. 31. Credits Photos WorksKanban boards Hohmann, L. (2007). Innovation games:M. Stemm-Wade, creating breakthrough products throughDePaul University collaborative play. Upper Saddle River, NJ: Addison-WesleyClassroom Ogunnaike, B., Ray, W. H. (1992). Process dynamics, modeling, and control. OxfordDePaul University University Presswww.depaul.edu Stemm-Wade, M. (2011) [blog] EnterSailboat kanban: SNL ID team gets organized.boatsnyyacht.net Retrieved from http://www.iddblog.org/? p=1150Online courseDesire2Learn,www.desire2learn.comSpecial thanks to the DePaul SNL ID team www.kumido.com (C) 2009-2011
  32. 32. Enter Kanban: 21st Century Leadership for 21st Century Academia Thank You & Merci! Derek W. Wade Megan Stemm-Wade @derekwwade @mstemmdepaul dwade@kumido.com mstemm@depaul.edu gplus.to/derekwwade www.derekwwade.net www.kumido.comHow will you apply what you have learned? #EnterKanban www.kumido.com (C) 2009-2011

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