6. Manage Flow
efficiency:
“in general, describes the extent to which time, effort
or cost is well used for the intended task or purpose.”
http://en.wikipedia.org/wiki/Efficiency
Thursday, 14 August 14
7. Manage Flow
resource efficiency:
“involves utilising resources as much as possible”
“A basic principle in this industrial development is to
divide an incoming job into smaller tasks, which are
carried out by different individuals and organisational
functions.”
“Another principle is to find economies of scale.
Grouping smaller tasks together so that individuals, parts
of an organisation, or the whole organisation can perform
the same task many times over increases resource
efficiency”
This Is Lean - Niklas Modig & Pär Åhlström
Thursday, 14 August 14
8. Manage Flow
resource efficiency:
“involves utilising resources as much as possible”
“A basic principle in this industrial development is to
divide an incoming job into smaller tasks, which are
carried out by different individuals and organisational
functions.”
“Another principle is to find economies of scale.
Grouping smaller tasks together so that individuals, parts
of an organisation, or the whole organisation can perform
the same task many times over increases resource
efficiency”
This Is Lean - Niklas Modig & Pär Åhlström
Xpeople
Thursday, 14 August 14
9. Manage Flow
flow efficiency:
“focuses on a unit processed in an organisation”
“In manufacturing, the unit is a product comprised of
different types of components that are processed in
various stages to make the product.”
“we refer to this form of efficiency as flow efficiency
because it focuses on the unit that ‘flows’ through the
organisation.”
This Is Lean - Niklas Modig & Pär Åhlström
Thursday, 14 August 14
13. Ops Review
value receiving time in relation to lead time
*Value as seen through the eyes of the customer
lead time
*
Thursday, 14 August 14
14. Ops Review
value receiving time in relation to lead time
*Value as seen through the eyes of the customer
lead time
value received
*
Thursday, 14 August 14
15. Ops Review
value receiving time in relation to lead time
*Value as seen through the eyes of the customer
lead time
value received
waiting
*
Thursday, 14 August 14
16. Ops Review
value receiving time in relation to lead time
*Value as seen through the eyes of the customer
lead time
value received
waiting
flow efficiency =
value received time
lead time
x 100%
*
Thursday, 14 August 14
17. Ops Review
value receiving time in relation to lead time
*Value as seen through the eyes of the customer
lead time
value received
waiting
flow efficiency =
value received time
lead time
x 100%
20% =
(4 x 5 seconds)
100 seconds
x 100%
(100 secs)
(5 secs)
*
Thursday, 14 August 14
22. Manage Flow
faster time to market
reduces secondary needs which reduces
superfluous work
Thursday, 14 August 14
23. Manage Flow
faster time to market
reduces secondary needs which reduces
superfluous work
reduce stress, stay in control
Thursday, 14 August 14
24. Manage Flow
faster time to market
reduces secondary needs which reduces
superfluous work
reduce stress, stay in control
faster feedback, better decisions
Thursday, 14 August 14
25. Manage Flow
faster time to market
reduces secondary needs which reduces
superfluous work
reduce stress, stay in control
faster feedback, better decisions
smoother/less handovers
Thursday, 14 August 14
26. Manage Flow
faster time to market
reduces secondary needs which reduces
superfluous work
reduce stress, stay in control
faster feedback, better decisions
smoother/less handovers
faster resolution of defects
Thursday, 14 August 14
28. Manage Flow
“Kanban shines a light into some dark places of your org.
Are you brave enough to keep it on?”
Thursday, 14 August 14
29. Manage Flow
“Kanban shines a light into some dark places of your org.
Are you brave enough to keep it on?”
Thursday, 14 August 14
30. Manage Flow
“Kanban shines a light into some dark places of your org.
Are you brave enough to keep it on?”
Thursday, 14 August 14
31. Manage Flow
“Kanban shines a light into some dark places of your org.
Are you brave enough to keep it on?”
Thursday, 14 August 14
32. Manage Flow
“Kanban shines a light into some dark places of your org.
Are you brave enough to keep it on?”
Kanban doesn’t provide the answers, it asks the questions.
Thursday, 14 August 14
33. Manage Flow
“Whatever the bottleneck produces
in an hour is equivalent to what the
plant produces. Every hour lost at a
bottleneck is an hour lost in the
entire system.”
Eliyahu Goldratt
Thursday, 14 August 14
45. Manage Flow
Littles Law
Work In Progress
Average LeadTime =
Throughput
10 in progress
5 per week
2 day =
Thursday, 14 August 14
46. Manage Flow
Littles Law
Work In Progress
Average LeadTime =
Throughput
10 in progress
5 per week
2 day =
5 in progress
5 per week
1 day =
Thursday, 14 August 14
47. Manage Flow
Littles Law
Work In Progress
Average LeadTime =
Throughput
10 in progress
5 per week
2 day =
5 in progress
5 per week
1 day =
20 in progress
5 per week
4 day =
Thursday, 14 August 14
48. Manage Flow
Littles Law
Work In Progress
Limiting WIP improves lead times
Average LeadTime =
Throughput
10 in progress
5 per week
2 day =
5 in progress
5 per week
1 day =
20 in progress
5 per week
4 day =
Thursday, 14 August 14
69. Manage Flow
~ 1 2 3 4 5 6 7 ~
22% flow efficient
Sprint commitment to Ready for Prod
Thursday, 14 August 14
70. Manage Flow
~ 1 2 3 4 5 6 7 ~
22% flow efficient
Sprint commitment to Ready for Prod
Thursday, 14 August 14
71. Manage Flow
“To manage a system effectively, you
might focus on the interactions of the
parts rather than their behaviour
taken separately.”
Russell Ackoff
Thursday, 14 August 14
75. Manage Flow
What is a system?
A system is a whole
Which consists of parts
Thursday, 14 August 14
76. Manage Flow
What is a system?
A system is a whole
Which consists of parts
Each of which can affect the system behaviour or system properties
Thursday, 14 August 14
77. Manage Flow
What is a system?
A system is a whole
Which consists of parts
Each of which can affect the system behaviour or system properties
Each part of the system, when it affects the system, is dependent on its
affect for some other part
Thursday, 14 August 14
78. Manage Flow
What is a system?
A system is a whole
Which consists of parts
Each of which can affect the system behaviour or system properties
Each part of the system, when it affects the system, is dependent on its
affect for some other part
In other words the parts are interdependent
Thursday, 14 August 14
79. Manage Flow
What is a system?
A system is a whole
Which consists of parts
Each of which can affect the system behaviour or system properties
Each part of the system, when it affects the system, is dependent on its
affect for some other part
In other words the parts are interdependent
The essential or defining properties of any system are properties of the
whole that none of it’s parts have.
Thursday, 14 August 14
82. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
Thursday, 14 August 14
83. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
Thursday, 14 August 14
84. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
Thursday, 14 August 14
85. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
We have certain characteristics, the most important being life
Thursday, 14 August 14
86. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
We have certain characteristics, the most important being life
None of our parts live, we have life
Thursday, 14 August 14
87. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
We have certain characteristics, the most important being life
None of our parts live, we have life
We can write, our hand can’t write
Thursday, 14 August 14
88. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
We have certain characteristics, the most important being life
None of our parts live, we have life
We can write, our hand can’t write
We can see, our eye can’t see
Thursday, 14 August 14
89. Manage Flow
E.g.
A car
The essential property of a car is that it can carry you from one place to
another
No part of a car can do that
The wheel? The seat? The engine?
We have certain characteristics, the most important being life
None of our parts live, we have life
We can write, our hand can’t write
We can see, our eye can’t see
We can think, our brain can’t think
Thursday, 14 August 14
90. Manage Flow
In a nutshell... a system is:
Thursday, 14 August 14
91. Manage Flow
In a nutshell... a system is:
elements
Thursday, 14 August 14
92. Manage Flow
In a nutshell... a system is:
elements
which interact
Thursday, 14 August 14
93. Manage Flow
In a nutshell... a system is:
elements
which interact
to meet a purpose
Thursday, 14 August 14
96. Manage Flow
Systems Thinking
concerned with understanding how systems behave as a whole
emphases the relationships, interactions and influences between
components and the behaviours and outcomes that emerge from these
~ Mike Burrows
Thursday, 14 August 14
97. Manage Flow
Systems Thinking
concerned with understanding how systems behave as a whole
emphases the relationships, interactions and influences between
components and the behaviours and outcomes that emerge from these
applied to social, economic and political systems
~ Mike Burrows
Thursday, 14 August 14
126. Manage Flow
“There is nothing quite so useless, as
doing with great efficiency, something
that should not be done at all.”
Peter Drucker
final thought...
Thursday, 14 August 14