Lean Kanban India 2015 | Boring Flow Metrics! Having fun with them to make organizational impacts.| Vikram Sharma

RBEI/PJ-PIO | 11.12.2015 | © Robert Bosch Engineering and Business Solutions Private Limited 2015. All rights reserved, also regarding any
disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
Robert Bosch Engineering and Business Solutions
Lean Kanban India Conference 2015, Vikram Sharma, Date: 11th Dec ’15
Boring Flow Metrics!!
Having Fun with them to make organizational impacts...
 Brief Context
 Applying Flow based metrics
 Kanban Method relevance
1

LeanKanban India 2015 : Boring Flow Metrics
Organization Context Bosch Group
Automotive Technology
Business Sector (BBM)
Industrial Technology
Business Sector (BBI)
Consumer Goods
Sector (BBG)
Energy and Building
Technology (BBE)
DGS-EC & RBEI/NE1 -
Powertrain Electronics
2

Electronic Control Unit solutions for …
2 wheeler
Alternative
Powertrains
Gasoline
Port-Fuel Injection
Gasoline
Direct Injection
Diesel
Commercial
Vehicles
3

Electronic Control Unit - Our Product
4

Application Context
Projects
Function Development
Integration
Require-
ments
Main focus on Timelines (due to simultaneous engineering) & Efficiency
Challenges of traditional work management :
 Dynamic / uneven loading of the development teams
 High priority stuff overrides/delays long term requirements
 High administration efforts
Releases
5

Productivity
 Operating at high state queues means
o Longer cycle times
o Increased risks
o More variability
o More overheads
o Lower quality
o Less motivation
For queue type M / M / 1 / ∞
6

Achieve agility
Organization
Demand Output
Business Value
(~Throughput)
Optimize the FLOW* through the system to
increase the Business Value delivery
* Refer Don Reinertsen
Demand Output
7

0
50
100
150
200
250
300
350
400
450
500
Jan-12 Mar-12 May-12 Jul-12 Sep-12 Nov-12 Jan-13 Mar-13 May-13 Jul-13 Sep-13 Nov-13
New
Evaluation
Waiting for Agreement
Development/FCI
FunctionalTesting
Delivered
Arrival Rate;
Demand
Delivery Rate;
Capability;
Throughput
Work-in-Progress(WIP)
Lead Time(LT)
Manage Flow using CFDs
Cumulativequantity
Time
One of the very first
board we had, shows
very high WIP in the
system
8

Forecast Time
0
50
100
150
200
250
300
350
400
450
500
Jan-12 Mar-12 May-12 Jul-12 Sep-12 Nov-12 Jan-13 Mar-13 May-13 Jul-13 Sep-13 Nov-13
New
Evaluation
Waiting for Agreement
Development/FCI
FunctionalTesting
Delivered
Inferences from CFDs
Demand / Capability
mismatch.
Intervene early !
Improvement
measures
Demand Capability
Multitasking
/ Constraint
Little’s Law
Lead Time = Work-in-
Progress / Throughput
9

Planning with Flow viewPlanning
Heavy traffic impact the
Traveling Time
10
We plan as there is no
traffic on the road
Managing the high traffic points leads to reliable delivery

Long queued components
Filter criteria to identify long queued components
Discussions with the component responsible (to reconcile data & reality)
Report presented at Department Heads Meeting
11

Benefits of having non-boring metrics
 Transparency at the whole system level
 Understanding of hot points in the system 
 Understand the speed of the system 
 Indication of flow efficiency (touch time / lead time) 
 Early indication about queues buildup 
 Teams with high amount of active work and the risk of damaging
multitasking 
 Impact of efficiency/effectivity measures on throughput 
12

Solving the Long Queued Components
Component
Kanban Method : Flight level 1 & 2
Stakeholder
weekly meetings
to select work for
next column
25+ such systems
started with STATIK
13

System is more like a living organism
Stakeholder map
“The performance of a system is never the sum of the performance of its parts; it’s a product of
their interactions.- Russel Ackoff”
14

Flight Level-3 Kanban implementation
8 teams; 120+ associates
15

Next A CB Done
Lead Time
Backlog
Clock stops when item
reaches the Done
column.
Lead Time (days) = Date Completed - Date Committed(ticket moved in Next column)
Lead Time clock starts
when we accept/commit
to customer order
Lead Time
(4) (3) (3) (2)
Lead Time : Amount of elapsed time that a WI spends as Work-in-Progress
16

Main benefits reported
Agility
• Transparency through visualization & stand-up meetings
• Easier blocker - identification & solution
• Reduced WIP => Sustainability, Minimised task switches
• Throughput (25-200%) & Lead Time improvements (15%-70%)
Competency
• Competency planning easier (based on work types)
• “Pull” helping in faster competence build up
• Energy levels improved in the teams; indicate higher employee
engagement.
Mindset Change
• Openness & Trust increased
• Change in leadership style of experts, PM & GrM
• Inter & Intra-team collaborations improved
• Stop Starting and Start Finishing visible
17

Thank you!
www.bosch-india-software.com
connect@in.bosch.com
18

Lean Kanban India 2015 | Boring Flow Metrics! Having fun with them to make organizational impacts.| Vikram Sharma

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