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Lean And Kanban From The Trenches by Vijay Bandaru - Lean India Summit

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Lean And Kanban From The Trenches

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Lean And Kanban From The Trenches by Vijay Bandaru - Lean India Summit

  1. 1. 1 Lean And Kanban From The Trenches Vijay Bandaru
  2. 2. 2
  3. 3. Who We Are & What Is Our Business? 3
  4. 4. Why Transformation? 4
  5. 5. EXISTING STRUCTURE REVISED STRUCTURE Structural Change 5
  6. 6. Structural Change 6
  7. 7. Product 2 Product 3 Product 1 Service 1 Service 2 FORWARD ENGINEERING SUSTENANCE ENGINEERING Production Engineering Team Earlier Working Model 7
  8. 8. Vision Dev’s goal is to implement the features/ changes Ops goal is to keep the site stable and fast CONFUSION Earlier Working Model (contd..) 8
  9. 9. Product 2 Product 3 Product 1 Service 2 Service 1 SLA Production Engineering Team Vision DEV, QA, PEG, BCM, DAG, INFRA LeanOps Inception 9
  10. 10. Business Representatives Global DevOps Backlog ------------ ------------ ------------- --------------- ------------ ----- - -- - - - - - ---- ---- ----- - ----- - - Chief Product Owner Area Backlog ------------ ------------ ----- - -- - - - - - ---- ---- ----- - ----- - - Area Backlog ------------ ------------ ----- - -- - - - - - ---- ---- ----- - ----- - - Area Backlog ------------ ------------ ----- - -- - - - - - ---- ---- ----- - ----- - - Area Product Owner . . . Fire Chief Fire Chief Fire Chief - - - - Scrum Master Scrum Master Scrum Master - - Area Product Owner Area Product Owner LeanOps Structure 10
  11. 11. 4 WEEKS CADENCE CADENCE PLANNING Discuss the Important Area for the cadence Set the goals for the Cadence No SLA Violation for P01/P04 All approved CRs must be deployed within one Business day CR cycle time should not be more than 3 days Define/Refine WIP Limits On-demand Backlog Grooming CADENCE CLOSURE Goal Oriented Approach 11
  12. 12. Swim Lanes Expedite Incidents, Problems & Defects Releases, Changes Projects Maintenance WIP Limits Cross Skilling Pair deployments Daily Stand up @ Board Automation Continuous Flow Track Impediments Kanban Board 12
  13. 13. Initial Challenges 13 F S N P
  14. 14. How Did We Address The Challenges? 14
  15. 15. Eliminate Waste Build Quality-in Continuous Improvement Important Lean Principles 15
  16. 16. Eliminate Waste 16
  17. 17. Value Stream Mapping – An Example 17
  18. 18. Build Quality- In 18
  19. 19. Continuous Improvement 19
  20. 20. Set the Stage Gather data Generate insights Decide what to do Close retro From VersionOne and Snow What went well, What went wrong, Try New Collect and prioritize action items Cadence Closure & Retrospectives 20
  21. 21. Incidents created per week Incidents closed per week CR Cycle Time Incident distribution by SLA Metrics - Efficiency 21
  22. 22. 22 Metrics – Effectiveness, Quality & Others  Average Effort (for incidents based on category)  % of On Time Delivery (met the SLA)  % of First Time Right  Value Add Time & Non Value Add Time  % System Availability  Customer Satisfaction  Inflow Vs Outflow of Incidents  Team Happiness Index
  23. 23. Best Practices Implemented 23
  24. 24. Release duration is reduced from 2 months to 2 weeks Reduced downtime from 8 hours to <2 hours Improved quality Reduced rework Increased FTR Enhanced Customer Satisfaction Feature Teams Achievements 24
  25. 25. Achievements 25
  26. 26. www.vijaybandaru.com vkbandaru@yahoo.com +91-9848032144 Thank you 26

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