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Your                   Title hereHåkan Forss             Mattias KarlssonLean/Agile Coach     Java Champion,              ...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Daily work                                                         Improving             Delivering value                 ...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What is a Kata?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Create ”muscle memory”           for continuous improvementsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Vision                                                  Challenge                                      Target             ...
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Downlo...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Vision• Process focused• Not outcome focused• Not a business or company visionCreated by Håkan Forss @hakanforss http:...
Toyota’s Vision for Its                        Production Operations•   Zero defects•   100 percent value added•   One-pie...
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Downlo...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What to collect • Data and facts, not gut feel • Process metrics • Outcome metricsCreated by Håkan Forss @hakanforss http:...
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Downlo...
Our next target condition is…Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What is a Target Condition   • Starting with the end in mind   • Defining the destination   • Not the steps to get thereCr...
Beyond the knowledge thresholdCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Put a square peg in a round holeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Setting a target condition   • Hypothesis on the journey towards the next     Challenge and Vision   • Based on your busin...
Challenge                                                    Target                                           Target Condi...
Challenge            Current           ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target Condition examples •   All work visible •   Lead time 40 days (from 80 days) •   Work-in-process 15 (from 20) •   D...
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Downlo...
Act               Plan                        Check                  DoCreated by Håkan Forss @hakanforss http://hakanfors...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Improvements are experimentsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Hypothesis     Learning                Observation                       Prediction                                Experim...
Expect at least 50% of the experiments   will not give the expected result       This is when we REALLY learn!Created by H...
Target                                                               Condition               Current              Conditio...
Target                                                               Condition                              A   P         ...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Vision• Zero defects, in production• 100 percent value added• Highest value first, on demand   Created by Håkan Forss @hak...
Challenge•   No recurring defects•   Same environment in all stages•   Concept to Cash in weeks rather than months•   Cont...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Id        Title        StartDate EndDate LeadTime     1010 Feature 1     2011-05-20 2011-05-30     10     1011 Feature 2  ...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lead time   ThroughputFrontend   Half the lead time               12th April
Lead time   Throughput          Frontend                                                                                  ...
Lead time                                                                                                  Throughput     ...
Lead time                                                                                                  Throughput     ...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lead time                                                                                                  Throughput     ...
26th March                          Lead time               FrontendDocument the setupprocess
26th March                                           Lead time               FrontendDocument the setup        We expect t...
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
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Stop doing Retrospective and start your Toyota Kata - Devoxx 2013

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level!
It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!

Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working.

Speakers: Mattias Karlsson and Håkan Forss

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Stop doing Retrospective and start your Toyota Kata - Devoxx 2013

  1. 1. Your Title hereHåkan Forss Mattias KarlssonLean/Agile Coach Java Champion, Your Logo Here Agile Coach@hakanforss @matkar Speaker Name Your title Company Name @twitter
  2. 2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  3. 3. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  4. 4. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  5. 5. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  6. 6. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  7. 7. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  8. 8. Daily work Improving Delivering value the workCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  9. 9. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  10. 10. What is a Kata?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  11. 11. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  12. 12. Create ”muscle memory” for continuous improvementsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  13. 13. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  14. 14. Vision Challenge Target Target Target Target Condition Condition Condition Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  15. 15. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  16. 16. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  17. 17. The Vision• Process focused• Not outcome focused• Not a business or company visionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  18. 18. Toyota’s Vision for Its Production Operations• Zero defects• 100 percent value added• One-piece flow, in sequence, on demand• Security for people Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  19. 19. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  20. 20. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  21. 21. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  22. 22. What to collect • Data and facts, not gut feel • Process metrics • Outcome metricsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  23. 23. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  24. 24. Our next target condition is…Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  25. 25. What is a Target Condition • Starting with the end in mind • Defining the destination • Not the steps to get thereCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  26. 26. Beyond the knowledge thresholdCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  27. 27. Put a square peg in a round holeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  28. 28. Setting a target condition • Hypothesis on the journey towards the next Challenge and Vision • Based on your business strategy and model for process improvement • Follow the Goldilocks rule – Not too hard, Not too easy, Just RightCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  29. 29. Challenge Target Target Condition Target Condition Target Condition Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  30. 30. Challenge Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  31. 31. Target Condition examples • All work visible • Lead time 40 days (from 80 days) • Work-in-process 15 (from 20) • Deploy to production every 2 weeks • Specification by Example is used for 80% of the featuresCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  32. 32. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  33. 33. Act Plan Check DoCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  34. 34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  35. 35. Improvements are experimentsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  36. 36. Hypothesis Learning Observation Prediction ExperimentCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  37. 37. Expect at least 50% of the experiments will not give the expected result This is when we REALLY learn!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  38. 38. Target Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  39. 39. Target Condition A P Current C D ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  40. 40. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  41. 41. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  42. 42. Vision• Zero defects, in production• 100 percent value added• Highest value first, on demand Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  43. 43. Challenge• No recurring defects• Same environment in all stages• Concept to Cash in weeks rather than months• Continuous delivery. In days rather than weeks Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  44. 44. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  45. 45. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  46. 46. Id Title StartDate EndDate LeadTime 1010 Feature 1 2011-05-20 2011-05-30 10 1011 Feature 2 2011-05-25 2011-06-06 12 1012 Feature 3 2011-05-31 2011-06-12 12 1013 Feature 4 2011-05-31 2011-06-09 9 1014 Feature 5 2011-06-05 2011-06-13 8 1015 Feature 6 2011-05-20 2011-06-02 13 1016 Feature 7 2011-05-25 2011-06-06 12 1017 Feature 8 2011-05-31 2011-06-08 8 1018 Feature 9 2011-05-31 2011-06-10 10 1019 Feature 10 2011-06-06 2011-06-13 7
  47. 47. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  48. 48. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  49. 49. Lead time ThroughputFrontend Half the lead time 12th April
  50. 50. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process Release Release Create request Business proposal Approvals Technical design Development Test Release planning management Market & BD Heat ticket BRD Approval UAT Sign-off 3 days 7 days 5 min 5h 1h 2h 5 min 5 days 4 days PMO Approval 7 days 1 day 6 min 1 day Functional and Release planing Test Case Status report FDD Guesstimateing systems test Validation FA 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 7 days 2 days Developer Development, 1 day 7 days documentation Packeting Guesstimateing TDD 1 day and test Clearrity ticket 4h 4h 13 h 1,5 h 15 days manager Release Release to test env. 4 days 1 h (4 h) GTS Send Approval Release to prod. 5 min 2 h (9 h) 1 day Management Approval 20 minLead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
  51. 51. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 12 daysM = 20 days M = 20 daysL = 40 days L = 40 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  52. 52. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 8 daysM = 20 days M = 16 daysL = 40 days L = 36 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  53. 53. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  54. 54. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 8 daysM = 20 days M = 16 daysL = 40 days L = 36 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  55. 55. 26th March Lead time FrontendDocument the setupprocess
  56. 56. 26th March Lead time FrontendDocument the setup We expect toprocess understand the process better
  57. 57. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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