A Journey to Systemic
    Improvement

       David Joyce
      BBC Worldwide




                        1
Kanban
Kanban is a transparent, work-limited,
        value pulling system.




                             Eric Willeke ...
Start with what you do now.
                                    Modify it slightly to implement
                          ...
Kanban began
    in one product
  team in mid 2008




Continually evolving...
                          4
Kanban began
    in one product
  team in mid 2008




Continually evolving...
                          4
Kanban began
Dev limits       in one product
               team in mid 2008




             Continually evolving...
    ...
Kanban began
              in one product
            team in mid 2008




Handoff




          Continually evolving...
 ...
Kanban began
    in one product
  team in mid 2008




Continually evolving...
                          5
Kanban began
Engineering Done one product
                in
              team in mid 2008




          Continually evol...
Kanban began
           in one product
         team in mid 2008




Batched Releases




      Continually evolving...
  ...
Kanban began
MMFs       in one product
         team in mid 2008




       Continually evolving...
                      ...
Kanban began
                     in one product
                   team in mid 2008




Ideation Board




              ...
Kanban began
                       in one product
                     team in mid 2008

Goals & Objectives




         ...
Kanban began
           in one product
         team in mid 2008




Express Lane




      Continually evolving...
      ...
Kanban began
            in one product
          team in mid 2008


Hidden Work




       Continually evolving...
      ...
Kanban began
             in one product
           team in mid 2008




Dependencies



        Continually evolving...
 ...
Kanban began
               in one product
             team in mid 2008




Systest Constraint




          Continually ...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support




                       6
The Kanban “flu”
                soon spreads to
Classes of service
                  other teams


               Applicat...
The Kanban “flu”
              soon spreads to
Estimation
                other teams


              Application Support

...
The Kanban “flu”
                  soon spreads to
                    other teams


                  Application Support
...
Standard Work   The Kanban “flu”
                 soon spreads to
                   other teams


                 Applica...
The Kanban “flu”
               soon spreads to
                 other teams


               Application Support
Order poi...
The Kanban “flu”
         soon spreads to
           other teams

Large Standup
         Application Support




          ...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams




                      ...
The Kanban “flu”
      soon spreads to
        other teams

2nd Product Team
      Application Support

              Pro d...
The Kanban “flu”
                 soon spreads to
                   other teams


                 Application Support

MM...
The Kanban “flu”
             soon spreads to
               other teams


             Application Support

              ...
The Kanban “flu”
               soon spreads to
                 other teams


                Application Support

       ...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams


    Design Team




    ...
The Kanban “flu”
           soon spreads to
             other teams


            Application Support

                   ...
The Kanban “flu”
          soon spreads to
            other teams


           Application Support

                     P...
The Kanban “flu”
          soon spreads to
            other teams


           Application Support

                     P...
The Kanban “flu”
 soon spreads to
   other teams


 Application Support

         Pro duct Teams


    Design Team


    CO...
The Kanban “flu”
        soon spreads to
          other teams


         Application Support

                  Pro duct T...
The Kanban “flu”
         soon spreads to
           other teams


         Application Support

                  Pro duct...
Now entering new
     territory




Had looked at Agile before

  small team sizes didn’t
  fit
  specialisation
  constant...
Now entering new
       territory



Excel Board

Had looked at Agile before

   small team sizes didn’t
   fit
   speciali...
Now entering new
      territory



First Board
Had looked at Agile before

  small team sizes didn’t
  fit
  specialisatio...
11
Programme Board




   WIP Board




                  11
Blockers




           Future Media & Technology!




                                        11
Kaizen Board
      Future Media & Technology!




                                   11
Winter Olympics Board




    Future Media & Technology!




                                 11
No Single Solution     Recipe for success

                          Focus on Quality

 Based on a set of        Reduce WI...
Mean reduced from 22 to 14 days (33%)
Lead Time   50% drop in the spread in variation.
            Each of the outliers we...
Mean reduced from 9 to 3 days (67%)
                   77% drop in the spread in variation.
Development Time   The major r...
Reduction in lead and cycle times, and increase in
                 throughput are not at the expense of quality.
# Live D...
Mean reduced from 25 to 5 days (81%)
                 Large drop in the spread in variation.
# Days Blocked   The outliers...
Scrum to Kanban
                                                     Data split at end and in July




                   ...
Systems Thinking
 The means to obtain knowledge, and
act with prediction and confidence of
             improvement.




  ...
Kanban encourages a whole
        Are we just building
                                                   “system” view ra...
Sales



     Marketing



     Finance



        HR
                 Upper Management




        IT
20
Sales



     Marketing



     Finance



        HR
                 Upper Management




        IT
20
Upper Management




        Marketing



                    Finance
Sales




                              HR



      ...
Upper Management


                                    .T.
                          S       I
                       ED
 ...
Upper Management




                                                  Flow
                  Marketing



Outside
       ...
There is little merit in a well
             Since IT “can”                   executed project that no one
               ...
The thing that makes technology
                             work is not the technology


                                ...
Un derstan d


Purpose - look outside in
Learn about
  nature of demands (in customer terms)
  response to demand
  causes...
Impro ve
                                         Improve performance without
                                            ...
Can IT further impro ve
   this process or system?



        Now we can see potential
       benefits, from a position of
...
Measure improvement results



 Use o perationa
                 l
perfor mance d
               ata




            Split...
A better m etho d for IT



                                         System
                           Un de rstan d
     ...
A better m etho d for IT



                                         System
                           Un de rstan d
     ...
To be continued...
Toyota say they still have 70% waste in
             their system




                                 ...
More information on Kanban

My blog http://leanandkanban.wordpress.com/


Kanban community site http://www.limitedwipsocie...
Any Questions ?

I must understand the system, improve the work, THEN pull IT
I must understand the system, improve the wo...
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David Joyce - Journey To Systemic Improvement

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Presentation by David Joyce of BBC Worldwide to http://www.agileyorkshire.org/

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David Joyce - Journey To Systemic Improvement

  1. 1. A Journey to Systemic Improvement David Joyce BBC Worldwide 1
  2. 2. Kanban Kanban is a transparent, work-limited, value pulling system. Eric Willeke - Kanbandev Yahoo! group 2
  3. 3. Start with what you do now. Modify it slightly to implement pull Use a transparent method for viewing work, and organising the team Limit WIP and pull work when the team has capacity. Evolve from there by recognising Stop Starting - Start Finishing! bottlenecks, waste and variability that affect performance David Anderson 3
  4. 4. Kanban began in one product team in mid 2008 Continually evolving... 4
  5. 5. Kanban began in one product team in mid 2008 Continually evolving... 4
  6. 6. Kanban began Dev limits in one product team in mid 2008 Continually evolving... 4
  7. 7. Kanban began in one product team in mid 2008 Handoff Continually evolving... 4
  8. 8. Kanban began in one product team in mid 2008 Continually evolving... 5
  9. 9. Kanban began Engineering Done one product in team in mid 2008 Continually evolving... 5
  10. 10. Kanban began in one product team in mid 2008 Batched Releases Continually evolving... 5
  11. 11. Kanban began MMFs in one product team in mid 2008 Continually evolving... 5
  12. 12. Kanban began in one product team in mid 2008 Ideation Board Continually evolving... 5
  13. 13. Kanban began in one product team in mid 2008 Goals & Objectives Continually evolving... 5
  14. 14. Kanban began in one product team in mid 2008 Express Lane Continually evolving... 5
  15. 15. Kanban began in one product team in mid 2008 Hidden Work Continually evolving... 5
  16. 16. Kanban began in one product team in mid 2008 Dependencies Continually evolving... 5
  17. 17. Kanban began in one product team in mid 2008 Systest Constraint Continually evolving... 5
  18. 18. The Kanban “flu” soon spreads to other teams Application Support 6
  19. 19. The Kanban “flu” soon spreads to Classes of service other teams Application Support 6
  20. 20. The Kanban “flu” soon spreads to Estimation other teams Application Support 6
  21. 21. The Kanban “flu” soon spreads to other teams Application Support T-Shirt Sizing 6
  22. 22. Standard Work The Kanban “flu” soon spreads to other teams Application Support 6
  23. 23. The Kanban “flu” soon spreads to other teams Application Support Order point 6
  24. 24. The Kanban “flu” soon spreads to other teams Large Standup Application Support 6
  25. 25. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams 7
  26. 26. The Kanban “flu” soon spreads to other teams 2nd Product Team Application Support Pro duct Teams 7
  27. 27. The Kanban “flu” soon spreads to other teams Application Support MMF Breakdown Pro duct Teams 7
  28. 28. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams MMF Queue 7
  29. 29. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Reduced Board Size 7
  30. 30. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team 8
  31. 31. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team Design Board 1 8
  32. 32. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team Design Board 2 8
  33. 33. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team Design Board 3 8
  34. 34. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 9
  35. 35. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team COTS Main Board 9
  36. 36. The Kanban “flu” soon spreads to other teams Application Support Pro duct Teams Design Team CO TS Team 3rd Party Board 9
  37. 37. Now entering new territory Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 10
  38. 38. Now entering new territory Excel Board Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 10
  39. 39. Now entering new territory First Board Had looked at Agile before small team sizes didn’t fit specialisation constant mix of new development & support irregular release cadence 10
  40. 40. 11
  41. 41. Programme Board WIP Board 11
  42. 42. Blockers Future Media & Technology! 11
  43. 43. Kaizen Board Future Media & Technology! 11
  44. 44. Winter Olympics Board Future Media & Technology! 11
  45. 45. No Single Solution Recipe for success Focus on Quality Based on a set of Reduce WIP, Deliver principles Often Better practice NOT Balance Demand against best practice Throughput Prioritise Coupled with sound Reduce variability engineering practices and a team willing to Let the data tel l yo u, reflect, adapt and what to do w ith the data improve Control Statistical David Anderson 12
  46. 46. Mean reduced from 22 to 14 days (33%) Lead Time 50% drop in the spread in variation. Each of the outliers were proved to be special cause. Data split at financial year end and in July 13
  47. 47. Mean reduced from 9 to 3 days (67%) 77% drop in the spread in variation. Development Time The major reduction factor has been to limit work in process. Data split at financial year end and in July 14
  48. 48. Reduction in lead and cycle times, and increase in throughput are not at the expense of quality. # Live Defects Number of live bugs is within statistical control, and seeing a reduction since July. Data split at end and in July 15
  49. 49. Mean reduced from 25 to 5 days (81%) Large drop in the spread in variation. # Days Blocked The outliers was proved to be special cause, waiting for a 3rd party. # blockers actually increased. Data split at financial year end and in July 16
  50. 50. Scrum to Kanban Data split at end and in July Mean reduced from 10 to 4 days (60%) Engineering Time 64% drop in the spread in variation. 17
  51. 51. Systems Thinking The means to obtain knowledge, and act with prediction and confidence of improvement. John Seddon - Freedom from Command & Control 18
  52. 52. Kanban encourages a whole Are we just building “system” view rather than a he wrong th ing righter? t locally optimised IT view Often IT develop solutions based on sub optimised status quo are Softw t Projec Projects often focus on the needs of a single business unit If we build an IT system around a wasteful process, then we are locking in that process for longer David Anderson & Dr. Peter Middleton 19
  53. 53. Sales Marketing Finance HR Upper Management IT 20
  54. 54. Sales Marketing Finance HR Upper Management IT 20
  55. 55. Upper Management Marketing Finance Sales HR IT Hidden costs 20
  56. 56. Upper Management .T. S I ED Marketing N E Finance Sales HR IT Hidden costs 20
  57. 57. Upper Management Flow Marketing Outside Finance Sales HR IT in Hidden costs 20
  58. 58. There is little merit in a well Since IT “can” executed project that no one sho uld it? wants the output from. Focus on customer needs, and the organisation as a system Many of the previous problems, that apparently required software projects, may well have been ‘dissolved’ The improvement effort can be targeted to where it has most benefit. Dr. Peter Middleton 21
  59. 59. The thing that makes technology work is not the technology Does this mean the end of IT? There is a better way to approach the use of IT. Understand and improve, then ask if IT can further improve. Larger gains can be achieved through better thinking around the design and management of work. Then pulling IT into the work as needed. Tripp Babbitt 22
  60. 60. Un derstan d Purpose - look outside in Learn about nature of demands (in customer terms) response to demand causes of failure demand capability and predictability flow - end to end 23
  61. 61. Impro ve Improve performance without using IT If the current work uses IT then leave it in place, work with it, or treat it as a constraint Don’t do anything to change the IT Value demand Clean flow Design System Set work clean aro un d these Failure demand Act on the system Eliminate Causes conditions impeding flow John Seddon 24
  62. 62. Can IT further impro ve this process or system? Now we can see potential benefits, from a position of knowledge, about the work. We can therefore predict the The result is always less investment in IT, and much more benefits IT solutions will bring value from it IT is pulled into the work, rather than dictating the way work works John Seddon 25
  63. 63. Measure improvement results Use o perationa l perfor mance d ata Split data after a change 26
  64. 64. A better m etho d for IT System Un de rstan d Me asure Pull IT Improve the work 27
  65. 65. A better m etho d for IT System Un de rstan d Me asure Pull IT Improve the work 27
  66. 66. To be continued... Toyota say they still have 70% waste in their system 28
  67. 67. More information on Kanban My blog http://leanandkanban.wordpress.com/ Kanban community site http://www.limitedwipsociety.org Kanban for Software Engineering http://bit.ly/hz9Ju Soon to be published academic paper on BBCW and Kanban case study More information on Systems Thinking Understanding variety of demand http://bit.ly/tnnmI Freedom from Command and Control http://bit.ly/1OUCnS Economies of Flow http://bit.ly/tGw3U 29
  68. 68. Any Questions ? I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT I must understand the system, improve the work, THEN pull IT 30
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