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Measure and Manage Flow in Practice              by Zsolt Fabók                June 12th, 2012@ZsoltFabok                 ...
“Fast predictable deliveries and continuously improving products are the basis of a good               client-customer rel...
There are several ways to do this...
... and today I’m going to show you howunderstanding the “flow” can help you do it.
Definition of the production flow: “The movement of the products within the shop during each stage of the parts manufacturin...
A very simple software development flow:                        Customer         Design           ~           ~            ...
Benefits of understanding the whole flow: ‣Decisions are based on facts and objective data  (no more guessing or assuming) ‣...
Working with the whole flow is not easy...
...but Kanban is a great method to do it.
CustomerDesign  ~  ~                    Test                          ~                          ~      Implementation    ...
1             2         1       1Queue Design Implementation Test       Delivery Done                       Customer      ...
The five core principles of Kanban** based on David J. Anderson’s Kanban
The five core principles of Kanban*   Q                     D              Visualize workflow   ~     ~   ~   ~   ~    ~   ~...
The five core principles of Kanban*   Q    3    4   1   2   D              Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D          Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D          Visualize workflow   ~   ~         ~         ~   ...
The five core principles of Kanban*   Q    3    4    1      2   D                Visualize workflow   ~   ~         ~       ...
The five core principles of Kanban*   Q    3    4    1      2   D                Visualize workflow   ~   ~         ~       ...
Our former         Kanban boardThe image is the courtesy of Digital Natives
That was the way we manage the whole flow,      and this is how we measure it:
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The Cumulative Flow Diagram                       Donenumber of work items                       Started                  ...
The simplest way of collecting data:       Q    3   4   1   2   D        ~   ~   ~   ~   ~   ~        ~   ~   ~   ~   ~   ...
Enough with the boring theoretical stuff!
The story of a real project            Done            Started            QueuedThe collected data is the courtesy of Digi...
4 short stories...
fast and predictable deliveries                                                          #3 Still too many open items     ...
# 1 Too many open items
WIPWork items were waiting forsomebody who could test them...
# 2 It takes too much time to deliver
CFD is not much help here...                               lead time
Distribution of lead times          count             15            13            10             8             5average   ...
Some examples of work items with 8-day lead time     time spent on                      time spent waiting    implementati...
95%waste
Distribution of lead times                  Beforecount   15  13  10   8   5   3    0 days 1 3 5 7 9 11 13 15 22 33       ...
Distribution of lead times                  Before                          Aftercount                               count...
# 3 Still too many open work items
How many times  the item has been rejected
Number of rejected work items  count    15    11     8     4     0week 31-32   33-34   35-36   37-38
Number of rejected work items  count    15    11     8     4     0week 31-32   33-34   35-36   37-38   39-40   42-43   44-45
#4 Being predictable
Sales: “I want to know when thenew features can hit the market!”Management: “I want to know howmuch it will cost me!”
All the work items we had so far        (~20 work items)                        v            ~                    v       ...
Categorizing them into three groups       S                                  v                  ~                  ~      ...
The lead time distribution                                  count                                      4                  ...
The lead time distribution                                  count                                      4                  ...
The lead time distribution                                  count                                      4                  ...
The spent time distribution                                  count                                      6                 ...
The spent time distribution                                  count                                      6                 ...
+1 Pressure won’t make a difference
#2 Nothing changed. Still the                 same ratio#1 We decided that we would  force ourselves to be faster
Thank you very much for your attention!http://zsoltfabok.com/          me@zsoltfabok.com
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
Targu Mures - Measure and Manage Flow in Practice
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Targu Mures - Measure and Manage Flow in Practice

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My slides from the talk I gave at the Targu Mures office of evoline Romania.

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Targu Mures - Measure and Manage Flow in Practice

  1. 1. Measure and Manage Flow in Practice by Zsolt Fabók June 12th, 2012@ZsoltFabok http://zsoltfabok.com
  2. 2. “Fast predictable deliveries and continuously improving products are the basis of a good client-customer relationship.”
  3. 3. There are several ways to do this...
  4. 4. ... and today I’m going to show you howunderstanding the “flow” can help you do it.
  5. 5. Definition of the production flow: “The movement of the products within the shop during each stage of the parts manufacturing process.”http://www.toolingu.com/definition-900130-12169-product-flow.html
  6. 6. A very simple software development flow: Customer Design ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
  7. 7. Benefits of understanding the whole flow: ‣Decisions are based on facts and objective data (no more guessing or assuming) ‣The improvements are serving the global vision (no more local optimization)
  8. 8. Working with the whole flow is not easy...
  9. 9. ...but Kanban is a great method to do it.
  10. 10. CustomerDesign ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
  11. 11. 1 2 1 1Queue Design Implementation Test Delivery Done Customer Design ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
  12. 12. The five core principles of Kanban** based on David J. Anderson’s Kanban
  13. 13. The five core principles of Kanban* Q D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~* based on David J. Anderson’s Kanban
  14. 14. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~* based on David J. Anderson’s Kanban
  15. 15. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ lead time* based on David J. Anderson’s Kanban
  16. 16. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ cycle time lead time* based on David J. Anderson’s Kanban
  17. 17. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ cycle time throughput lead time* based on David J. Anderson’s Kanban
  18. 18. The five core principles of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ Measure and manage flow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Make process policies explicit Improve collaboratively cycle time throughput lead time* based on David J. Anderson’s Kanban
  19. 19. Our former Kanban boardThe image is the courtesy of Digital Natives
  20. 20. That was the way we manage the whole flow, and this is how we measure it:
  21. 21. The Cumulative Flow Diagram Donenumber of work items Started Queued time
  22. 22. The Cumulative Flow Diagram Donenumber of work items Started Queued lead time time
  23. 23. The Cumulative Flow Diagram Donenumber of work items Started Queued cycle time lead time time
  24. 24. The Cumulative Flow Diagram Donenumber of work items Started Queued WIP cycle time lead time time
  25. 25. The Cumulative Flow Diagram Donenumber of work items Started Queued backlog WIP cycle time lead time time
  26. 26. The simplest way of collecting data: Q 3 4 1 2 D ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
  27. 27. Enough with the boring theoretical stuff!
  28. 28. The story of a real project Done Started QueuedThe collected data is the courtesy of Digital Natives
  29. 29. 4 short stories...
  30. 30. fast and predictable deliveries #3 Still too many open items #4 Being predictable #2 It takes too much time4 short stories... #1 Too many open items
  31. 31. # 1 Too many open items
  32. 32. WIPWork items were waiting forsomebody who could test them...
  33. 33. # 2 It takes too much time to deliver
  34. 34. CFD is not much help here... lead time
  35. 35. Distribution of lead times count 15 13 10 8 5average 3median* 0 days 1 3 5 7 9 11 13 15 22 33 *Calculation of medians is a popular technique in summary statistics and summarizing statistical data, since it is simple to understand and easy to calculate, while also giving a measure that is more robust in the presence of outlier values than is the mean. Wikipedia
  36. 36. Some examples of work items with 8-day lead time time spent on time spent waiting implementation ID description # % (hours) (hours) 1 63 98 7 57 90 2 62 97 2 62 97 3 61 96
  37. 37. 95%waste
  38. 38. Distribution of lead times Beforecount 15 13 10 8 5 3 0 days 1 3 5 7 9 11 13 15 22 33 average median
  39. 39. Distribution of lead times Before Aftercount count 15 15 13 13 10 10 8 8 5 5 3 3 0 0 days 1 3 5 7 9 11 13 15 22 33 days 1 3 5 7 9 11 13 22 average median
  40. 40. # 3 Still too many open work items
  41. 41. How many times the item has been rejected
  42. 42. Number of rejected work items count 15 11 8 4 0week 31-32 33-34 35-36 37-38
  43. 43. Number of rejected work items count 15 11 8 4 0week 31-32 33-34 35-36 37-38 39-40 42-43 44-45
  44. 44. #4 Being predictable
  45. 45. Sales: “I want to know when thenew features can hit the market!”Management: “I want to know howmuch it will cost me!”
  46. 46. All the work items we had so far (~20 work items) v ~ v ~ ~ ~ v ~ v ~ v ~ v v ~ ~ ~ ~ ~ v
  47. 47. Categorizing them into three groups S v ~ ~ v ~ ~ ~ M ~ ~ ~ v v ~ ~ v v L ~ v ~ v
  48. 48. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
  49. 49. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
  50. 50. The lead time distribution count 4 3 3 ~ ~ ~ 2M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16 SLA
  51. 51. The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10
  52. 52. The spent time distribution count 6 5 4 ~ ~ ~ 3M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10 SLA
  53. 53. +1 Pressure won’t make a difference
  54. 54. #2 Nothing changed. Still the same ratio#1 We decided that we would force ourselves to be faster
  55. 55. Thank you very much for your attention!http://zsoltfabok.com/ me@zsoltfabok.com

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