Uploaded byZsolt Fabok
Targu Mures - Measure and Manage Flow in Practice
The document discusses using Kanban principles to measure and manage workflow. It provides examples of how understanding workflow flow can help deliver products faster and more predictably by visualizing the process, limiting work-in-progress, and measuring metrics like lead time, cycle time and throughput. Specific strategies discussed include using a Kanban board to manage workflow, collecting data in a cumulative flow diagram to calculate metrics, and identifying bottlenecks and waste through analysis of that data.
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Targu Mures - Measure and Manage Flow in Practice
- 1. Measure and ManageFlow in Practice by Zsolt Fabók June 12th, 2012 @ZsoltFabok http://zsoltfabok.com
- 2. “Fast predictable deliveriesand continuously improving products are the basis of a good client-customer relationship.”
- 3. There are severalways to do this...
- 4. ... and todayI’m going to show you how understanding the “flow” can help you do it.
- 5. Definition of theproduction 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. A very simplesoftware development flow: Customer Design ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
- 7. Benefits of understandingthe 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. Working with thewhole flow is not easy...
- 9. ...but Kanban isa great method to do it.
- 10. Customer Design ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
- 11. 1 2 1 1 Queue Design Implementation Test Delivery Done Customer Design ~ ~ Test ~ ~ Implementation ~ ~ Delivery ~ ~ ~ ~
- 12. The five coreprinciples of Kanban* * based on David J. Anderson’s Kanban
- 13. The five coreprinciples of Kanban* Q D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ * based on David J. Anderson’s Kanban
- 14. The five coreprinciples of Kanban* Q 3 4 1 2 D Visualize workflow ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Limit work in progress ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ * based on David J. Anderson’s Kanban
- 15. The five coreprinciples 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. The five coreprinciples 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. The five coreprinciples 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. The five coreprinciples 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. Our former Kanban board The image is the courtesy of Digital Natives
- 20. That was theway we manage the whole flow, and this is how we measure it:
- 21. The Cumulative FlowDiagram Done number of work items Started Queued time
- 22. The Cumulative FlowDiagram Done number of work items Started Queued lead time time
- 23. The Cumulative FlowDiagram Done number of work items Started Queued cycle time lead time time
- 24. The Cumulative FlowDiagram Done number of work items Started Queued WIP cycle time lead time time
- 25. The Cumulative FlowDiagram Done number of work items Started Queued backlog WIP cycle time lead time time
- 26. The simplest wayof collecting data: Q 3 4 1 2 D ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
- 27. Enough with theboring theoretical stuff!
- 28. The story ofa real project Done Started Queued The collected data is the courtesy of Digital Natives
- 29.
- 30. fast and predictabledeliveries #3 Still too many open items #4 Being predictable #2 It takes too much time 4 short stories... #1 Too many open items
- 31. # 1 Toomany open items
- 32. WIP Work items werewaiting for somebody who could test them...
- 33. # 2 Ittakes too much time to deliver
- 34. CFD is notmuch help here... lead time
- 36. Distribution of leadtimes count 15 13 10 8 5 average 3 median* 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
- 37. Some examples ofwork 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
- 38.
- 39. Distribution of leadtimes Before count 15 13 10 8 5 3 0 days 1 3 5 7 9 11 13 15 22 33 average median
- 40. Distribution of leadtimes Before After count 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
- 41. # 3 Stilltoo many open work items
- 42. How many times the item has been rejected
- 43. Number of rejectedwork items count 15 11 8 4 0 week 31-32 33-34 35-36 37-38
- 44. Number of rejectedwork items count 15 11 8 4 0 week 31-32 33-34 35-36 37-38 39-40 42-43 44-45
- 45.
- 46. Sales: “I wantto know when the new features can hit the market!” Management: “I want to know how much it will cost me!”
- 47. All the workitems we had so far (~20 work items) v ~ v ~ ~ ~ v ~ v ~ v ~ v v ~ ~ ~ ~ ~ v
- 48. Categorizing them intothree groups S v ~ ~ v ~ ~ ~ M ~ ~ ~ v v ~ ~ v v L ~ v ~ v
- 49. The lead timedistribution count 4 3 3 ~ ~ ~ 2 M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
- 50. The lead timedistribution count 4 3 3 ~ ~ ~ 2 M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16
- 51. The lead timedistribution count 4 3 3 ~ ~ ~ 2 M ~ ~ ~ v v ~ ~ v v 1 1 0 days 1 2 3 4 5 6 7 8 9 12 13 16 SLA
- 52. The spent timedistribution count 6 5 4 ~ ~ ~ 3 M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10
- 53. The spent timedistribution count 6 5 4 ~ ~ ~ 3 M ~ ~ ~ v v ~ ~ v v 2 1 0 hours 6 7 8 9 10 SLA
- 55. +1 Pressure won’tmake a difference
- 56. #2 Nothing changed.Still the same ratio #1 We decided that we would force ourselves to be faster
- 62. Thank you verymuch for your attention! http://zsoltfabok.com/ me@zsoltfabok.com