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FORMULA ONE LEAN
JON	STAHL	
	
EIT	 GLOBAL	 DIRECTORS	 MEETING	 	 	 @JONRSTAHL	 	 	 	 JON@LEANDOG.COM
@LEANDOG	 @JONRSTAHL	 JON.@LEANDOG.COM	
Jon Stahl
CEO, LeanDog
- Grew up in Pittsburgh
- Lived in Cleveland last 21 yrs
- BS in CIS & Economics Minor
- Co-founded LeanDog in 2008
•  Lean
•  Scrum
•  eXtreme Programming
•  Servant Leadership
•  Psychology
•  Sociology
•  Crystal
•  FDD
•  DSDM
•  Organizational Change
Our Practices
ORGANIZATIONAL	DESIGN		 DESIGN	&	DELIVERY	
Transform companies and their
cultures by helping them adopt Lean
& Agile practices through coaching
and training.
Craft powerful, intuitive technology
products using Lean practices that
continuously deliver value to our
clients and their users.
We build technology and cultures that inspire and delight.
@LEANDOG	 @YOURHANDLE	 JON.STAHL@LEANDOG.COM	
Delivery	
Teams	
LEAN	ENTERPRISE	AGILE	FRAMEWORK	
Project	
Management	
Office		
ExecuOve	
Agility	
ORGANIZATIONAL DESIGN
CULTURAL TRANSFORMATION
SPEED & LEAN
@LEANDOG	 @YOURHANDLE	 JON.STAHL@LEANDOG.COM	
PRINCIPLES OF LEAN
THINKING
•  Eliminate Waste
•  Increase Feedback
•  Delay Commitment
•  Deliver Fast
•  Build Integrity In
•  Empower Teams
•  See The Whole
IDENTIFY VALUE
STREAM
FLOW
CUSTOMER
PULL
PURSUE
PERFECTION
SPECIFY
VALUE
My	Goals	
•  Lean	&	Agile	as	it	applies	to	ApplicaOon	
Development	is	well	known	
•  Most	of	you	manage	people,	so	how	do	you	
apply	Lean	to	managing	people	systems	&	
process?	
•  Warning:	Speed	&	Lean	…..	I	always	talk	fast!
PEOPLE SYSTEMS PROCESS SYSTEMS
HIGH PERFORMING
TEAMS
STANDARD
WORK
CONTINUOUS
IMPROVEMENT
SPEED IN LEAN
•  Creative work environment for
adults
•  Attract creative people with diverse
backgrounds
•  Teams design the space
•  Amplify learning, bring it in
•  Healthy balance
•  Trust people
HIGH PERFORMING TEAMS
5
CREATE AN
ENVIRONMENT THAT
INSPIRES AND
DELIGHTS
“THE BOAT”
“The Kearsarge” - Steamship built in 1892
LET YOUR TEAM DESIGN THEIR SPACE
Why can’t work feel more like home? Trust responsible adults!
OPEN WORK SPACES
SUPPORT COLLABORATION
Engineers
Computer Science &
Mechanical
Electrical
User Centered Designers
Military Veterans
Entrepreneurs
Academics Specialist
Broad Knowledge
DeepExperience
Generalist
DIVERSE BACKGROUNDS & T-SHAPED PEOPLE
HEALTHLY
ADULT RECESS
IS ENCOURAGED.
BALANCE:
WORK, HOME, & HEALTH
Car	
detailing,	
Why	not?
WE HIRE TRUSTWORTHY
PEOPLE…THEN WE
TRUST THEM.
If	you	partake,	ring	the	bell	or	bring	in	a	fruit	tray!
Let	makers	make!		Uncover	latent	skills
AMPLIFY LEARNING
BRING IT IN
CLEVELAND GIVECAMP
PEOPLE SYSTEMS PROCESS SYSTEMS
HIGH PERFORMING
TEAMS
STANDARD
WORK
CONTINUOUS
IMPROVEMENT
SPEED IN LEAN
See the whole
Visualize what you manage
The standard is on the wall
Improve the standard every day
Create accountability
STANDARD WORK
SEE THE WHOLE
SEE THE WHOLE
INFORMATION
RADIATORS
VISUALIZE WHAT YOU MANAGE
CLEAR COMMUNICATION IS THE FOUNDATION
“I’m glad we all agree.”
GET THOSE MENTAL MODELS OUT ON THE TABLE
“Ah...”
AN EXPLICIT MODEL ALLOWS
CONVERGENCE THROUGH ITERATIONS
“Ah!”
A GENUINELY SHARED UNDERSTANDING
“I’m glad we’re all agreed then.”
•  A	display	posted	in	a	place	where	people	can	see	it	as	
they	work	or	walk	by	
•  InformaOon	they	care	about	without	having	to	ask	
anyone	a	quesOon	
•  This	means	more	communicaOon	with	fewer	
interrupOons	
•  Large	&	easily	visible	to	the	casual,	interested	observer	
•  Understood	at	a	glance	
•  Changes	periodically,	or	it’s	not	being	used	
•  Easily	kept	up	to	date		
INFORMATION RADIATORS
TRANSPARENCY
BUILDS TRUST
AND SHARED
UNDERSTANDING
TEAM NORMS
MARKETING WALL
FINANCE WALLS
FINANCE WALL
SALES FUNNEL
We	measure	flow	:		Ome	spent	wait	states,	and	have	explicit	
policies	and	rules.		Laminated	cards	make	things	easier	to	
change.
MeeOngs	are	conducted	in	front	of	the	walls	&	updated
CUSTOMER
DELIGHT
WALL
WALL LEGEND: 3 DELIGHTS
Customer, People, Business
COMPANY ALIGNMENT WALL
IDEATION PORTFOLIO
WALLS MOVE TO CREATE FLOW
PRODUCT PORTFOLIO
KPI – WIP - Decisions
KEY PERFORMACE INDICATORS & WIP
Do just enough
Act like a startup, be T-
Shaped
Leverage Latent Skills
STANDARD WORK
PAIR MANAGEMENT
PAIR MANAGEMENT
PAIRING REDUCES MISTAKES
AND DRIVES FASTER
DELIVERY
IMPROVEMENT
HIKES
Your backlog is infinite
How do you manage it?
Email, meetings, voice mails, LinkedIn, txt, etc.
Avoid over-processing
Work on highest value first
Getting Things Done: Do, Defer, Delegate,
Delete
STANDARD WORK
MANAGE YOUR BACKLOG
5
Your	Backlog	
•  Email	
•  MeeOngs	
•  Management	Cadence	
•  Projects	
•  Personal	Development	/	Learning
LEADERSHIP STANDUP
PROCESS	NEW	BACKLOG	BEFORE	STANDUP	SO	
YOU	KNOW	WHAT	COLLABORATION	YOU	NEED
MAKE YOUR BACKLOG VISIBLE
•  All	backlog	should	be	visible	and	value	based	
•  If	we	all	work	the	same	way	it	will	be	easier	to	
–  Work	together	
–  Know	what’s	on	each	other’s	plates	
–  Delegate	properly	
–  Avoid	mismanaged	commitments	
–  Reduce	low	value	work	/	eliminate	waste	
–  Share	autonomy	and	control
INBOX	ZERO!!!!
Meetings ProjectsPersonal Departments
DelegateDefer DeleteDo
Done
Done
Personal
Backlog
(Card Tool)
Someone Else's
Personal Backlog
(Card Tool)
Calendar Project Backlog
Department
Backlog
(Trello)
Forms
of Work
Personal
Backlog
1.  Create a Personal Backlog board
2.  Create a list called “Inbox Zero Backlog”
3.  Generate an email address and set it to populate in the Inbox
Zero Backlog list
4.  Create a email contact with this email address
5.  Create a “Stand Up Goals” list
6.  Use Calendar view to see your meeting commitment, add
backlog around this
OUR INBOX ZERO STANDARD WORK
ORGANIZING YOUR BACKLOG
Inbox Zero Backlog
Personal
225 (aka The Boat)
Product Development
Learning
LOTS OF BACKLOG…
Backlog
Conferences
Need to Schedule
Scheduled > 2 Weeks
Out Scheduled Next
Week Scheduled This
Week Scheduling
Next
Today
Missed/Cancelled Meeting
Waiting/Watching
JON’S CALENDAR VIEW
MEETINGS	ARE	PROMISES	WE	MADE,		
SO	NOW	I	CAN	FILL	IN	REMAINING	CAPACITY	WITH	HIGHEST	VALUE	CARDS
PERSONAL BACKLOG
Make decisions faster
Determine
Responsible & accountable
vs.
Consult & inform
STANDARD WORK
LIGHT-WEIGHT COLLABORATIVE
DECISION MAKING
6
FAST DECISION MAKING
WE TEND TO OVER-PROCESS BY
TRYING TO GAIN CONSENSUS
SIX THINKING HATS
COLLABORATION 8 : RACI
PEOPLE SYSTEMS PROCESS SYSTEMS
HIGH PERFORMING
TEAMS
STANDARD
WORK
CONTINUOUS
IMPROVEMENT
SPEED IN LEAN
2 Second Lean
Film your progress
Log your progress
Fix what bugs you!
CONTINUAL IMPROVEMENT
2 SECOND LEAN
7
Continuous
Improvement
•  2 Second Lean
•  Fix What Bugs You
•  See Waste
•  Film Improvements
•  A Mind Set8	TYPES	OF	
LEAN	WASTE
How to talk about the hard stuff
Make it visual, of course
The best servant leaders have the courage
and respect to raise the hard topics &
change the past
Listen to and respect “the smallest voice” via
the Sacred Cow technique
CONTINUAL IMPROVEMENT
RETROSPECTIVES & MORE
SACRED COWS
IMPEDE PROGRESS
In communities, a "sacred cow" is a foundational idea that, though having lost its
importance or value with time, cannot be abandoned because of the effort invested
in it in the past.
As such, the "sacred cow" can be symbolic of past success, struggle, or
sacrifice.
The presence of sacred cows leads to inhibited communication and Group Think.
Group Think occurs when a group makes suboptimal decisions because of process
problems or communication problems due to Social Normalization.
Group members may, privately, realize that the decisions are poor ones but feel
powerless to change them for fear of offending other group members,
injuring Sacred Cows.
“SACRED COWS”
“BOOMER”
THE SACRED
SEA COW
“BRUCE”
THE SACRED
FUSE COW
Out Safe Words: CCFR
•  Courage	
•  CommunicaOon	
•  Feedback		
•  Respect
BUT DOES IT WORK?
The	Fuse
PEOPLE SYSTEMS PROCESS SYSTEMS
HIGH PERFORMING
TEAMS
STANDARD
WORK
CONTINUOUS
IMPROVEMENT
SPEED IN LEAN
Rick	Mear	 	
People	
Systems	&	
Standard	of	
Work	&	
ConOnual	
Improvement
	
	
One	of	3	men	
to	be	a	4	Ome	
winner	of	Indy	
500.		
	
	
	
	
3	Ome	Indy
Phew…...	
	
The	End
“The pessimist complains about the wind;
the optimist expects it to change;
the realist adjusts the sails.”
- William Arthur Ward
QUESTIONS?		FIRE	AWAY
HIGH PERFORMING TEAMS
•  Creative environment that
amplifies learning
•  T-Shaped people and diverse
backgrounds
•  Healthy & adult recess
•  Maker toys
•  Bring learning to them
STANDARD WORK
•  See the whole with information
radiators
•  Pair management
•  Manage your backlog, Inbox 0
& GTD
•  Lightweight decision making
processes
–  Fist to Five
–  6 Thinking Hats
–  Collaboration 8
CONTINUAL IMPROVEMENT
•  2 Second Lean, Retrospectives, Pair Management, Sacred Cows
QUESTIONS?
JON STAHL
440.527.1183
EIT GLOBAL DIRECTORS MEETING @JONRSTAHL JON@LEANDOG.COM

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