Adaptive Transformation: Transitioning from Resource to Flow Efficiency
Transitioning from Resource to Flow Efficiency
(and overcoming the fear of the unknown)
28th – 29th July 2014
attaching work items to people
20 pins per day
48000 pins per day
The man whose whole life is spent in performing a few simple
operations…has no occasion to exert his understanding or to
exercise his invention…
…he becomes as stupid and ignorant as it is possible for a
human creature to become…
…the torpor of his mind renders him incapable of relishing or
bearing a part in any rational conversation…
…the uniformity of his life corrupts the courage of his mind, and
makes him regard with abhorrence an irregular, uncertain, and
…this is the state into which the labouring poor must necessarily
fall, unless government takes some pains to prevent it.
Adam Smith, Wealth of Nations, 1776
“Waterfall works. It just works. OK?”
“Who has gone on agile training? You do know we are
not going to implement purist agile round here?”
“We have always been waterfall. and we will always be
waterfall. Thats just the way it is.”
“I think I'm just too lazy to learn anything new.”
“We aren't going to stick anything on the walls here. Its a
health and safety issue.”
Resistance is Futile?
• How much contradictory evidence is being explained away?
• What comparable cases can we study?
• Who can come in with a fresh perspective?
• Can we manufacture a failure to help degrade the mental
• Can we use analogy and metaphor?
• Can we use a Crystal Ball?
• Can we encourage curiosity?
It’s not how fast you can do it…
…it’s how slow you can do it correctly.
“we always leave project evaluation to the
last minute as we are 100% committed to
“we never want the numbers to make us
appear too expensive”
“no one likes doing project evaluation”
“we include a huge number of caveats,
risks and assumptions with each project
evaluation to protect ourselves. No one
ever reads them.”
“when the caveats come true, we create a
load of change requests which go through
the system as another project”
4. Make Process Policies Explicit
achieve things you do not know how to achieve
Efficient Islands Perfect State
Wasteland Efficient Ocean
The Efficiency Matrix
The Improvement Kata4. Make Process Policies Explicit
The Coaching Kata
• What is the target condition?
• What is the actual condition now?
• What obstacles are preventing
• you from reaching the target condition? Which one
are you addressing now?
• What is your next step? What do you expect?
• When can we go and see what we have learned from
that next step?
Recipe for Success Methods that Help
• Improve Employee Satisfaction
• Deliver with High Quality
• Improve Lead Time Predictability
• Provide Slack to Enable Improvement
• Simplify Prioritisation
• Provide Transparency on System Design and
• A Flow AND Resource Efficient Operating Strategy
• The Vanguard Method for Customer Alignment
• The Kanban Method for Evolutionary Improvement
• Toyota Continuous Improvement & Coaching Kata
Principal Lean/Agile Consultant
21st Century Data & Analytics