1. Heavyweight agile
Processes?
Somehow, somewhere something went terribly wrong
Slido.com
#419 388
Bild
von
Angelo
Mazzotta
auf
Pixabay

2. Oh, by the way - the slides are already on slideshare, ...
... the link will be on the last slide ;-)

3. Source: Alistair Cockburn on Twitter ~2018

4. Source: Alistair Cockburn on Twitter ~2018

5. So what do mean by
“make them leaner?”

6. What do we mean by “Lean”? (One Point of view - quite simplified)
Shewhart
W. Edwards
Deming Taiichi Ohno
Toyota
Production
System
Lean
Production
Lean Six
Sigma
Lean
Management
Lean Startup
Lean Kanban
University
Lean
Software
Development
Lean
…
Picture source: Wikipedia, Immediate source:
http://toyotahistory.info/people.html, Fair use,
https://en.wikipedia.org/w/index.php?curid=46971844

7. Toyota
Production
System
What do we mean by “Lean”? (some sources)

8. Dank auch an David Schmithüsen für die Buchempfehlung “damals” ;-)
slido

9. One Piece
Flow
Customer
Driven
Pull
Principle
JIT
Jidoka
Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate Man
and Product
Customer
Driven

10. Customers rhythm: What are the implications for today’s
agile endeavors?

11. Photo by Florian G from Pexels https://www.pexels.com/photo/wood-sunset-fashion-people-7220729/
Photo by Jon Tyson on Unsplash https://unsplash.com/photos/FlHdnPO6dlw

12. Guidance for today’s Scrum, SAFe etc.
This could be very helpful guidance for the PO
It’s not about making one customer happy(er) but to deliver the best value for the
most customers.
Actually delivering things instead of creating a warm fuzzy feeling

13. One Piece
Flow
Customer
Driven
Pull
Principle
Jidoka
Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate Man
and Product
Pull
Principle
slido

14. Photo by David Ballew on Unsplash https://unsplash.com/photos/qYrtoE6ESnI

15. Pull System (Signal to produce)

16. Pull System: Implications for today’s agile implementations
How about WIP-Target?
Is WIP-LIMIT still the best term?

17. CC-Agile, SAFe, Scrum, Kanban, etc
It’s not a “I work on what I like” and not a journey to personal happiness. People
are in a team to achieve a common goal.
Quarterly planning is an illusion…
…Planning should be capacity driven
We don’t need to “refine” (much) more than we can deliver.
For the Kanbanistas: This is also true for Discovery Kanban.

18. Pull System: Implications for today’s agile implementations
There is not only one Upstream and
one Downstream...
Actually treat your ‘system’ (your organization) as a
“System of interconnected, interdependent systems
(or services)”
It is NOT “Upstream = Discovery” and
“Downstream = Delivery”

19. One Piece
Flow
Pull
Principle
Jidoka
Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate Man
and Product
One Piece
Flow

20. Photo by Tom Spross on Unsplash https://unsplash.com/photos/ztFon6eMax4 slido

21. Every
One
Piece
Flow
One Piece Flow
One Piece
Flow
One
Piece Flow
One Piece
Flow
One
Piece Flow
in

22. Photo by Capri23auto on Pixabay Riesenrutsche

23. In one go: What does it mean for DevOps, Kanban, et.al.?
Don’t overvalue
“batchsize one”
Don’t overvalue
“swarming”
(But don‘t underestimate
it either ;-) )
Look at the time work
spends in “passive” columns
and make it visible
Andon Board
By Mustafasari, CC BY-SA 3.0, Link
Design your systems (e.g. the
WIP-Targets) with the idea of “in
one go” in mind.
aka queues
and buffers

24. One Piece
Flow
Jidoka
Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate
human and
product
Jidoka

25. Autonomation
Autonomation
Autonomation

26. Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate Man
and Product
Separate Man
and Product
Jidoka

27. Master: To be the master of AND to master the topic
As in:
A ruler and their subjects
As in:
mastering your craft

28. Autonomation: Implications for SAFe, Scrum, Kanban et.al.?
Jira (or similar) does not rule
over my process (my way of
working)
If I use something like Jira I have
to rule over it and be proficient
in it.
In IT: If we have "build
pipelines", then they must be
really understood by all the
people who use them. And they
must not rest in the hands of a
few ‘high priestesses.‘

29. Built in
Quality
Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Separate Man
and Product
Built in
Quality

30. Built in Quality
... to stopping an entire
production line when
"something goes wrong"
(Andon Cord).
From the machine that
stops when a thread breaks
(and thus avoids
misproduction) ...
Electric loom, Toyoda 1897
Toyota Commemorative Museum of Industry and Technology

31. Built in Quality: What does it mean for our work today?
Visualize blockers and
evaluate them. Often.
Distinguish between
Common Cause Variation
and
Special Cause Variation
Think about a “Stop the
Line” Policy for certain
blockers. (e.g. the build
breaks).

32. CC-Agile, Scrum, SAFe, Kanban etc.
Follow through on your definition of done. (For the Kanbanistas: your pull criteria
and policies)
Add handling of blockers to your process
Take quality seriously

33. Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Built in
Quality

34. Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Visual
Management
& “Genchi
Genbutsu”

35. Visual Management: Display Information exactly where it is needed,
exactly when it is needed.
Andon-Board (Visualization of the
real, current status) Kanbans (sic!) to balance demand
and production
Business Process
Monitoring
Von MicroSYST Systemelectronic GmbH - Eigenes Werk, CC BY-SA 4.0, Link
„You know: Like a dashboard -
but with real numbers“

36. Visual Management: What does that mean for us today?
Visualization is what is
seen...
... not, what could be
seen!
A board in an
ticket-system, that
could be looked at is ...
Statistics, lying around
on the desk of the
{Team-Lead | Agile
Coach | “Chef”} is ...
Working agreements
(process policies), in a
binder (or on a
Wiki-Page) far away
from the place where
the work happens are ...
... not visualization in the spirit of
lean

37. Visual Management: What does that mean for us today?
You can’t see if a visualization is a
visualization in the lean sense by
looking at it
You need to watch the visualization
and the interactions with it!

38. Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Visual
Management
& “Genchi
Genbutsu”

39. Genchi Genbutsu
and Gemba Walk
Visualize at the place
where it counts
Discuss work and the
way of working at the
place where it happens
Gemba =>
“The place where it
happens”,
Also “Crime Scene” ;-)
Genchi Genbutsu =>
The real thing at the real
place (also Go and See)
Go to the place where it happens: implications for today’s agile
endeavors

40. Visual Management & Genchi Genbutsu:
What does it mean for process improvement today?
Management by coaching => “When can we go and see” ;-)
Improvement-Kata / Toyota Kata
2016
2017
Quelle - http://www-personal.umich.edu/~mrother/The_Improvement_Kata.html
439 Slides ...

41. Visual Management & Genchi Genbutsu:
What does it mean for evolutionary change today?

42. Highest quality, lowest
cost, shortest leadtime
“House of Lean”
Visualize
&
Go to where it
happens
Highest quality, lowest
cost, shortest leadtime
Visual
Management
& “Genchi
Genbutsu”

43. Highest quality, lowest
cost, shortest leadtime
“House of Lean”

44. “House of Lean”

46. The crafting quality is essential –
not botching it is key!
The roof, and what it could mean for
today’s agile-ish approaches

47. Crafting…
craft a plan
craft a budget
craft an article
craft a piece of software
craft an ad
craft…
As an aside:
In the spirit of lean,
management without
understanding the details
of the work doesn’t make
sense

48. Nichts darf „für die Katz“ sein
󰎲
My future self should (almost)
never have a reason to tell me
“Why did you invest all this
effort there?”
The crafting quality is essential –
not ‘botching it’ is key!
Nothing should be “for the birds”
󰏅 ?

49. Not “exploiting the difference between buying low and
selling high”
But instead
“Making the part in between – the value generation - better
than the competition (Which results in better customer
lead time)“
A maker’s view of things instead of that
of a merchant.
Cost reduction is a side effect

50. It is about subsistence
not about revenue..
Picture source: Wikipedia, Immediate source:
http://toyotahistory.info/people.html, Fair use,
https://en.wikipedia.org/w/index.php?curid=46971844
The subtitle of Taiichi Ohno’s
original book on TPS translates also
to :
“Aiming for management beyond
[economy of]1
scale”
Subsistence
1: We took the liberty of adding [economy of] due to Taiichi
Ohno‘s reference to the Maxcy-Silberston curve when he
explains the title (pg. 34 of the english translation)

51. “House of Lean”
slido

52. Autonomation! 自働化
Lean is not “We have the best process”, but instead
“We constantly design and use the process that is appropriate
on site right now”
That’s what all the lean principles and lean practices are about.
We think applying all this to our agile, adaptive world
is immensely beneficial.

53. Falk Kühnel
Twitter @agiledivider
http://derkomischeagilist.de
Michael Mahlberg
Twitter @MMahlberg
http://www.michaelmahlberg.de
Slides are available at https://bit.ly/LeanAtAmA

54. Addendum:
A couple of links…
Improvement Kata: http://www-personal.umich.edu/~mrother/The_Improvement_Kata.html
Agile Alliance: How much Lean is in today’s Agile?
https://www.agilealliance.org/how-much-lean-is-in-todays-agile-part-i/
Immer Ärger mit Jira (german)
https://www.dropbox.com/s/038pwe6zsorsdgn/GMT20210714-172654_Recording_1854x864.mp4?dl=0
Turn the ship around: https://www.goodreads.com/book/show/16158601-turn-the-ship-around
Kanban – white book: https://kanbanbooks.com/free-kanban-book-downloads/
Lean auf gut deutsch (german): https://www.lean-auf-gut-deutsch.de/Buch
Commitment: https://commitment-thebook.com/