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LKNA18 - Legally Kanban

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The management staff of a legal department held a Kanban training session but their day-to-day life was chaos. They asked us for help applying Kanban to their work, to get out of the mess they were in. So, we signed a contract for 24 hours of Kanban consultancy.

How do you, as a Kanban Coach, engage - for 24 hours in total - this kind of worker - immersed in a sick culture - on how to improve their maturity? This answer will be one of the learning outcomes from the talk.
Other included topics are:
How to introduce systems thinking to lawyers (and similar workers)
Dynamics to provoke the right stress level
Techniques to apply continuous improvement to workers under constant stress
Tools to generate a sense of purpose in a work area that you, the Kanban Coach, do not know
Ways to get out of chaos in 24 hours total
Advantages and disadvantages of using STATIK
Promising patterns

Published in: Leadership & Management
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LKNA18 - Legally Kanban

  1. 1. LEGALLY KANBAN LKNA18
  2. 2. LEGALLY KANBAN Applying Kanban to a legal department
  3. 3. Luiz Rodrigues (Lula) lula@knowledge21.com @luizphx Carlos Felippe C. de Resende (CFC)cfc@knowledge21.com @carlosfelippe
  4. 4. - General context - 24 hours - Season 1 - Context - The process - Results - 24 hours - Season 2 - STATIK Highlights - Promising patterns - Conclusions - STATIK usage conclusions - Work conclusion LEGALLY KANBAN Agenda
  5. 5. The company, in fact, is a holding - a conglomerate of companies - One of the largests Brazilian online content and digital services company. - Its audience covers more than 80% of the Brazilian internet audience and its homepage reaches more than 60 million of unique visitors every month. - The group provides website hosting, data storage, publicity dealing, online payments, educational platforms, security systems etc. - We worked together since 2015 Q4 improving service delivery especially at payments, online content and publicity (specially on IT, Ops and product areas) LEGALLY KANBAN General context
  6. 6. - Legal department was seen as a bottleneck e.g. - 1 month to create a MVP - 2-3 months to approve the customer contract final version Image created by Rodrigo Toledo - Knowledge21 - LKSA 13 LEGALLY KANBAN General context
  7. 7. Ohh... And we have a low budget for coaching :( LEGALLY KANBAN Context Manager Hey! We saw what you have been doing @ IT, Operations etc. I attended your Kanban training, liked that way of working, but I need help! Can you help us at the legal contract team too? :D
  8. 8. - Season 1 - Contracts - The mission: - "Save the world" in 24 hours - 6 episodes of ~4 hours each - they need some quick wins: - Improve the flow - Political Capital - Executive buy-in LEGALLY KANBAN Context - Contract team
  9. 9. SEASON 1 - CONTRACTS ~10 lawyers
  10. 10. IT’S ALL ABOUT MATURITY So… that’s how we made it...
  11. 11. Season 1 - Contracts How we made it Session 1 Who am I? What am I doing? Session 2 Where does it come from? Where does it go to? Session 3 Who are we? + Rollout Session 4 Kanban Lessons Session 5 Executive meeting (buy-in) Session 6 Results and next steps Maturity 0 ~ Maturity 2
  12. 12. MATURITY 0 Who am I ?!
  13. 13. Season 1 - Contracts The Group - Who am I? Who are we? ELEVATOR PITCH Individual Not easy to achieve consensus. Are we just contract makers?
  14. 14. START WITH WHAT YOU DO NOW
  15. 15. - Individual queues - Anxiety / frustration / stress - Heroes Season 1 - Contracts The Work In Progress 110 items in progress remembered without consulting any system (In 5 minutes!)
  16. 16. - Get a relevant one and tell us its story - Where does it come from? - How do we deliver it? - Who is the customer? Season 1 - Contracts The Workflow
  17. 17. THE WORKFLOW SOFTWARE the root of bad behaviours
  18. 18. - Personal queue visualization - Poor metrics - SLA: 100% of the tickets “answered” in less than 1 week - Not flexible enough - Non-systemic view - Pushed work - Low trust environment - Heroic management - People management - Long lead time - Lack of purpose - Lack of visibility Season 1 - Contracts Workflow software dissatisfactions Public superficial issues Hidden issues
  19. 19. "How can we manage and improve the workflow?" The software is bothering us :(
  20. 20. Season 1 - Contracts The brand new board - filled incrementally
  21. 21. Season 1 - Contracts The brand new board INBOX WIP REVIEWING WAITING FOR EXECUTIVE APPROVAL APPROVED WAITING FOR SIGNATURES WAITING FOR ARCHIVING WAITING FOR AN ANSWER (ON HOLD) PRINTED DONE
  22. 22. Season 1 - Contracts The brand new board START A NEW ITEM WAIT FOR THE ANSWER ASK FOR MORE INFORMATION THE INFINITE LOOP! 1 2 3
  23. 23. Season 1 - Contracts The brand new board THE BOTTLENECKS #1#2 #3 WAITING FOR MORE INFORMATION (ON HOLD) WAITING FOR ARCHIVING WAITING FOR SIGNATURES
  24. 24. THE BOTTLENECKS BATTLE Fight!
  25. 25. - More than 200 contracts to archive - Internal (and easy to solve) bottleneck - Visibility as a strategy Season 1 - Contracts Bottleneck #1 - Archive Warning: “207 items to archive”
  26. 26. #1 SWARMING! Solved! Easy one! ;)
  27. 27. - Dependency on directors - Papers, logistics and agenda issues - Clearly not the best fight to buy-in Season 1 - Contracts Bottleneck #2 - Signatures
  28. 28. #2 POSTPONED! We don’t want to mess with the executive board right now! ;)
  29. 29. - Lack of systemic view - Lack of purpose “Sorry, that’s not our problem!” Season 1 - Contracts Bottleneck #3 - Waiting for an answer
  30. 30. #3 LET’S FIGHT! team level and executive level
  31. 31. TEAM LEVEL work
  32. 32. - Kanban lessons backlog on two small sessions - WIP Limits - Stop using personal queues - Discard old items - Visible metrics (CFD) Season 1 - Contracts Bottleneck #3 - Team level work
  33. 33. - Kanban lessons backlog on two small sessions - WIP Limits - Stop using personal queue - Discard old items - Visible metrics (CFD) Season 1 - Contracts Bottleneck #3 - Team level work #FAIL
  34. 34. DON’T BE THE SMARTEST GUY IN THE ROOM just provoke the right stress level! We tried to push changes beyond their limits...
  35. 35. EXECUTIVE LEVEL the systemic leverage point
  36. 36. Possible options: - Gatekeeper - SLA contract review - The Joker (fastlane + conwip) Season 1 - Contracts Bottleneck #3 - Executive level Daily input Daily output
  37. 37. - Chosen option: The Joker (fastlane + conwip) - Get the 2 main strategic business units - Offer 3 Jokers to them to use whenever they want - Each Joker move one work item to the fastlane - The Joker is released back when the item is done - Let’s talk to them! ;) Season 1 - Contracts Bottleneck #3 - Executive level
  38. 38. Ok! Great! Let’s try it! No way! I need an exclusive service BUSINESS UNIT 1 MEETING BUSINESS UNIT 2 MEETING
  39. 39. TIME IS OVER! the last meeting
  40. 40. Results: - Other company areas impacted - Executive level engaged - Visibility - End of the internal bottleneck - Per-person WIP limits Season 1 - Contracts The last meeting Next steps: - Improve the systemic view - Improve organization executive level visibility - One-on-one meetings - Measure Lead Time - Gatekeeper to discard before commitment - Find a skilled mediator on B.U. 2 to help
  41. 41. New seasons teaser - the last meeting Unknown results at that time OK! BUSINESS UNIT 1 prioritization process improved Director of B.U.1 got a new job Now he’s applying Kanban on his new Company! IT and outside-IT areas ;) Upcoming season to LKBR18?
  42. 42. The last meeting Unknown results at that time NO! BUSINESS UNIT 2 Exclusive lawyers team created Skilled internal Kanban Coaches to help them SPOILER: ~40% Lead Time reduction on the new team!
  43. 43. New seasons teaser Unknown results at that time contract team coaching last session OMG! What a great Job you’ve done! ❤ Hired more 24 hours to the litigation team YAY! RENEWED FOR A SECOND SEASON! :D Litigation Department Manager
  44. 44. Now including STATIK!
  45. 45. SEASON 2 - LITIGATION STATIK mode ON ~14 people group
  46. 46. INTERNAL - No continuous improvement - Firefighting - Cannot estimate EXTERNAL Legal... - "...make the business unfeasible" - "...forward the demands at short notice" - "...takes too long to respond" Season 2 - Litigation STATIK Highlights - Dissatisfactions
  47. 47. Legal (themselves) Justice Legal (themselves) Injunction Auditing 4th quarter Summary for judicial reorganization Nine times a day Four times a year Twice a week Directors Check deposits ~ 10 lawyers ~ 9.000 ongoing processes ~ 9 judicial injunctions a day - Pulled system PRIORITIZE IS THE ONLY SOLUTION Season 2 - Litigation STATIK Highlights - Demand
  48. 48. - Based on the listed Work In Progress - Taking the purpose into account, the demand types were prioritized as follows: 1. Subsides (S) 2. Relevant legal letter (O) and mass contentious management (G) 3. Inquiries (C) 4. Auxiliary tools (F) 5. Reports (®) 6. Summary and update of procedural progress (Ó) Season 2 - Litigation STATIK Highlights - Working types
  49. 49. Season 2 - Litigation STATIK Highlights - Classes of services Expedite Fixed Date Standard Intangible Expedite Auditing priority company in the group Money blockage over R$ 20K Injunction 24h Legal letter 24h/48h Fail in the flow
  50. 50. Season 2 - Litigation STATIK Highlights - Metrics on the rollout Alternative “less artistic” histogram option :) Throughput counter Physical histogram
  51. 51. Promising Patterns of seasons one and two
  52. 52. - Poor prioritization - Signatures bottleneck - Low trust environment (strong hierarchy) - Heroic behavior - Lawyers treated as business detractors Season 1 - Contracts Promising patterns for lawyers Prioritized work items types Classes of service with explicit policies Rollout
  53. 53. CONCLUSIONS of seasons one and two
  54. 54. - STATIK usage main advantages (still in progress) - Clear service purpose - Kanban-system rolled out (higher maturity) - Metrics approach - STATIK usage risks - Time consuming risk - Focus on designing a system more than solving problems STATIK Advantages and risks of having used it or not on these contexts "We, from the contentious department, provide management and conduction of processes as well as preventive consultancy for the company, in order to minimize risks and costs, protecting the company's image." Litigation team purpose
  55. 55. 1 - Black swans happens - Fragile (not still mature enough) implementations may generate nice systematic consequences - Big evolutions does not happen suddenly, but they do have a starting point - If they give you 24 hours, take it! Make the next level evolution starting point! Conclusions Seasons 1 and 2
  56. 56. 2 - Just pull enough. Not more. Not less. Enough. - Hold the anxiety - We don’t need to reach a high maturity level in just a few time - Experience takes time Conclusions Seasons 1 and 2
  57. 57. 3 - Identify good tribe leads - They are the one who can see the system improving - Thanks to them the system will become robust or antifragile someday Conclusions Seasons 1 and 2
  58. 58. knowledge21.com cfc@knowledge21.com lula@knowledge21.com

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