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AgileUpgrade
Your improvement potential is bigger than you think!
LKCE, November 2018
Jesper Boeg
www.AgileUpgrade.com
agi...
AgileUpgrade.comLinkedIn: /jesperboeg
WHO AM I?
2
AgileUpgrade.comLinkedIn: /jesperboeg
6 years with Toyota Kata
From a single team in 2012 to strategic organization wide i...
AgileUpgrade.comLinkedIn: /jesperboeg
Improvement is not invited to the party
4
AgileUpgrade.comLinkedIn: /jesperboeg
We are setup for “Business as usual”
“Projects and workshops ≠ continuous improvemen...
AgileUpgrade.comLinkedIn: /jesperboeg
“What you see is all there is”
The “Daily Whirlwind” of defects and features quickly...
AgileUpgrade.comLinkedIn: /jesperboeg
And the improvements we do make…
“Often our improvements are based on reactive probl...
AgileUpgrade.comLinkedIn: /jesperboeg
Ambition level?
AgileUpgrade.comLinkedIn: /jesperboeg
Kanban and world domination
My perspective in 2010
9
AgileUpgrade.comLinkedIn: /jesperboeg
But few people are process “geeks”
10
AgileUpgrade.comLinkedIn: /jesperboeg
Let us be honest
Using e.g. the core Kanban Practices for systematic daily improveme...
AgileUpgrade.comLinkedIn: /jesperboeg
Mandatory cute animal slide
12
AgileUpgrade.comLinkedIn: /jesperboeg
WHAT IS TOYOTA KATA AND HOW IS IT
DIFFERENT
13
AgileUpgrade.comLinkedIn: /jesperboeg
Competitive advantage
14
AgileUpgrade.comLinkedIn: /jesperboeg
Adapting Toyota Kata to another context
15
Manufactur
ing
Knowledge-work
Cycle-
time...
AgileUpgrade.comLinkedIn: /jesperboeg
Towards desirable “capabilities”
16
AgileUpgrade.comLinkedIn: /jesperboeg
Imagine an organization…
Where you could ask the following 5 “process improvement” q...
AgileUpgrade.comLinkedIn: /jesperboeg
Toyota Kata is directed improvement
Focusing on establishing core capabilities
18
AgileUpgrade.comLinkedIn: /jesperboeg19
AgileUpgrade.comLinkedIn: /jesperboeg
Agile “True North” example headlines
Strategic alignment
Empowered, Self-organizing ...
AgileUpgrade.comLinkedIn: /jesperboeg
Toyota Kata is measurable improvement
Time-bound and a clear Target
21
AgileUpgrade.comLinkedIn: /jesperboeg
Examples - Targets
From 10 to 1 expedites per week
From 1 to 6 periods of 3 hours of...
AgileUpgrade.comLinkedIn: /jesperboeg
Toyota Kata is iterative
Navigating through unclear territory
23
AgileUpgrade.comLinkedIn: /jesperboeg
Examples
They declined the meeting
John got sick
Tool did not work with our platform...
AgileUpgrade.comLinkedIn: /jesperboeg
Toyota Kata is a culture of daily improvement
Which means taking very small steps an...
AgileUpgrade.comLinkedIn: /jesperboeg
Examples
Carl won’t be here tomorrow, can Henrik do it instead?
If we need a session...
AgileUpgrade.comLinkedIn: /jesperboeg
“At Toyota, improving and managing are one and the same.
Non-Toyota companies tend t...
AgileUpgrade.comLinkedIn: /jesperboeg
TOYOTA KATA INCLUDES TWO KATAS
28
AgileUpgrade.comLinkedIn: /jesperboeg
Improvement Kata and Coaching Kata
29
AgileUpgrade.comLinkedIn: /jesperboeg
Coaching Kata
30
AgileUpgrade.comLinkedIn: /jesperboeg
Leading vs. Lagging indicators
31
AgileUpgrade.comLinkedIn: /jesperboeg
It is not that we do not like Outcome
What makes customers happy:
Throughput – they ...
AgileUpgrade.comLinkedIn: /jesperboeg
Outcome metrics are important
But they are not useful to drive daily continuous impr...
AgileUpgrade.comLinkedIn: /jesperboeg
As an added bonus
Unlike Outcome metrics leading process metrics are long term and n...
AgileUpgrade.comLinkedIn: /jesperboeg
If you truly trust the 6 core Kanban practices
Kanban and Toyota Kata fits like a ha...
AgileUpgrade.comLinkedIn: /jesperboeg
You can’t tell people to “trust”
Ownership, shared responsibility, experimentation, ...
AgileUpgrade.comLinkedIn: /jesperboeg
Current Condition data 1/2
Historic data and the 80/20 rule
37
AgileUpgrade.comLinkedIn: /jesperboeg
Current Condition data 2/2
Mapping “knowledge discovery activities” and their relate...
AgileUpgrade.comLinkedIn: /jesperboeg
Book will be out soon
Email me if you are interested in reviewing or to be notified
...
AgileUpgrade.comLinkedIn: /jesperboeg
Teeka supports Toyota Kata
For mature or distributed teams
Will open for early adopt...
AgileUpgrade.comLinkedIn: /jesperboeg
THANKS!
41
AgileUpgrade.comLinkedIn: /jesperboeg
Contact information
Jesper Boeg
Mail: agileupgrade@gmail.com
Mobile: +45 51 54 28 20...
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LKCE18 Jesper Boeg - Your improvement potential is much bigger than you think – establishing a culture of true directed continuous improvement with Toyota Kata

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Many people in Agile and IT talk about Toyota Kata, but it seems very few have tried it out for real at any scale or duration and actual cases are far between. In this presentation I will share my last 4 years of experience with Toyota Kata and especially the job of scaling it across all layers of a 700 people IT organization. How does it translate to a context where the flow of value is counted in days and not seconds? Where did we fail, what adaptions were made, what results did we achieve and why is it both more powerful and more difficult than any of us believed?

Published in: Leadership & Management
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LKCE18 Jesper Boeg - Your improvement potential is much bigger than you think – establishing a culture of true directed continuous improvement with Toyota Kata

  1. 1. AgileUpgrade Your improvement potential is bigger than you think! LKCE, November 2018 Jesper Boeg www.AgileUpgrade.com agileupgrade@gmail.com
  2. 2. AgileUpgrade.comLinkedIn: /jesperboeg WHO AM I? 2
  3. 3. AgileUpgrade.comLinkedIn: /jesperboeg 6 years with Toyota Kata From a single team in 2012 to strategic organization wide initiative in 2017- 2018 3
  4. 4. AgileUpgrade.comLinkedIn: /jesperboeg Improvement is not invited to the party 4
  5. 5. AgileUpgrade.comLinkedIn: /jesperboeg We are setup for “Business as usual” “Projects and workshops ≠ continuous improvement” Mike Rother, Toyota Kata 2009 5
  6. 6. AgileUpgrade.comLinkedIn: /jesperboeg “What you see is all there is” The “Daily Whirlwind” of defects and features quickly consume close to 100% of our capacity 6
  7. 7. AgileUpgrade.comLinkedIn: /jesperboeg And the improvements we do make… “Often our improvements are based on reactive problem solving - effectively anchoring us in our current process. Removing what you don’t want does not get you what you do want” - Me, 2018 7
  8. 8. AgileUpgrade.comLinkedIn: /jesperboeg Ambition level?
  9. 9. AgileUpgrade.comLinkedIn: /jesperboeg Kanban and world domination My perspective in 2010 9
  10. 10. AgileUpgrade.comLinkedIn: /jesperboeg But few people are process “geeks” 10
  11. 11. AgileUpgrade.comLinkedIn: /jesperboeg Let us be honest Using e.g. the core Kanban Practices for systematic daily improvement is not a natural state for most managers and teams. 11
  12. 12. AgileUpgrade.comLinkedIn: /jesperboeg Mandatory cute animal slide 12
  13. 13. AgileUpgrade.comLinkedIn: /jesperboeg WHAT IS TOYOTA KATA AND HOW IS IT DIFFERENT 13
  14. 14. AgileUpgrade.comLinkedIn: /jesperboeg Competitive advantage 14
  15. 15. AgileUpgrade.comLinkedIn: /jesperboeg Adapting Toyota Kata to another context 15 Manufactur ing Knowledge-work Cycle- time: Sec./Min. Days/weeks Variability : low high Accuracy: high low Team Team Team Team Team Team Team TeamTeam Team VALUE
  16. 16. AgileUpgrade.comLinkedIn: /jesperboeg Towards desirable “capabilities” 16
  17. 17. AgileUpgrade.comLinkedIn: /jesperboeg Imagine an organization… Where you could ask the following 5 “process improvement” questions, to all managers and teams and get a clear response: What are you trying to achieve? Where are you now? What obstacle is in your way? What is your next step and what do you expect? When can you go and see what you have learned from taking that step? 17
  18. 18. AgileUpgrade.comLinkedIn: /jesperboeg Toyota Kata is directed improvement Focusing on establishing core capabilities 18
  19. 19. AgileUpgrade.comLinkedIn: /jesperboeg19
  20. 20. AgileUpgrade.comLinkedIn: /jesperboeg Agile “True North” example headlines Strategic alignment Empowered, Self-organizing teams. Stable end-to-end teams with 100% allocation Always releasable – all code, any time, fully automated on demand Small batches (MVP, MVF) always outside-in approach Visual Management – full transparency Continuous qualitative and quantitative customer and end-user feedback One-by-one flow (Limit WIP) 20
  21. 21. AgileUpgrade.comLinkedIn: /jesperboeg Toyota Kata is measurable improvement Time-bound and a clear Target 21
  22. 22. AgileUpgrade.comLinkedIn: /jesperboeg Examples - Targets From 10 to 1 expedites per week From 1 to 6 periods of 3 hours of uninterrupted work per day per team (without unscheduled work, meetings or external interruptions) From 15 to 2 times WIP limits are broken per week (without increasing the limit) From 50% to 20% of work-items getting blocked for more than 3 hours by external problems during execution 22
  23. 23. AgileUpgrade.comLinkedIn: /jesperboeg Toyota Kata is iterative Navigating through unclear territory 23
  24. 24. AgileUpgrade.comLinkedIn: /jesperboeg Examples They declined the meeting John got sick Tool did not work with our platform No early adopters signed up We got even more blockers No valuable feedback was received 24
  25. 25. AgileUpgrade.comLinkedIn: /jesperboeg Toyota Kata is a culture of daily improvement Which means taking very small steps and teaching our brain to cope with “stress” 25
  26. 26. AgileUpgrade.comLinkedIn: /jesperboeg Examples Carl won’t be here tomorrow, can Henrik do it instead? If we need a session with all 5 people it will not be until 10 days from now. Could we learn anything from just doing it with 3 people in two days? What is keeping us all from trying out Pair Programming for 2 hours tomorrow morning. Would we learn anything from that? Can we call them now and ask instead of writing an email later? Do we need to install the tool to reach the first learning point or could we simply check if somebody has ever used it on our legacy platform? 26
  27. 27. AgileUpgrade.comLinkedIn: /jesperboeg “At Toyota, improving and managing are one and the same. Non-Toyota companies tend to see managing as a unique and separate activity. Improvement is something extra, added on to managing” Toyota Kata (2010), Mike Rother 27
  28. 28. AgileUpgrade.comLinkedIn: /jesperboeg TOYOTA KATA INCLUDES TWO KATAS 28
  29. 29. AgileUpgrade.comLinkedIn: /jesperboeg Improvement Kata and Coaching Kata 29
  30. 30. AgileUpgrade.comLinkedIn: /jesperboeg Coaching Kata 30
  31. 31. AgileUpgrade.comLinkedIn: /jesperboeg Leading vs. Lagging indicators 31
  32. 32. AgileUpgrade.comLinkedIn: /jesperboeg It is not that we do not like Outcome What makes customers happy: Throughput – they get more or cheaper Cycle/Lead time – they get it faster Quality/Defect rate – they get it in better quality Predictability – they get a more predictable service Value delivered (can be difficult to measure) – they get something better suited to their needs Mean time to recovery – they get a more stable service 32
  33. 33. AgileUpgrade.comLinkedIn: /jesperboeg Outcome metrics are important But they are not useful to drive daily continuous improvement 33
  34. 34. AgileUpgrade.comLinkedIn: /jesperboeg As an added bonus Unlike Outcome metrics leading process metrics are long term and not likely to be “gamed” 34
  35. 35. AgileUpgrade.comLinkedIn: /jesperboeg If you truly trust the 6 core Kanban practices Kanban and Toyota Kata fits like a hand in a glove 35
  36. 36. AgileUpgrade.comLinkedIn: /jesperboeg You can’t tell people to “trust” Ownership, shared responsibility, experimentation, trust and leadership have much greater chances of success if you deliver on the core capabilities 36
  37. 37. AgileUpgrade.comLinkedIn: /jesperboeg Current Condition data 1/2 Historic data and the 80/20 rule 37
  38. 38. AgileUpgrade.comLinkedIn: /jesperboeg Current Condition data 2/2 Mapping “knowledge discovery activities” and their related data 38
  39. 39. AgileUpgrade.comLinkedIn: /jesperboeg Book will be out soon Email me if you are interested in reviewing or to be notified AgileUpgrade@gmail.com 39
  40. 40. AgileUpgrade.comLinkedIn: /jesperboeg Teeka supports Toyota Kata For mature or distributed teams Will open for early adopters soon 40
  41. 41. AgileUpgrade.comLinkedIn: /jesperboeg THANKS! 41
  42. 42. AgileUpgrade.comLinkedIn: /jesperboeg Contact information Jesper Boeg Mail: agileupgrade@gmail.com Mobile: +45 51 54 28 20 LinkedIn: https://www.linkedin.com/in/jesperboeg/ Website/blog: www.agileupgrade.com Travelsite/blog: www.4globetrotters.world 42

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