Built in Quality by Michael Ballé - Lean IT Summit 2013

Build in Quality with Kanban
Dr. Michael Ballé

© Copyright Institut Lean France. Textes et illustrations tous droits réservés

Agile
development?
Start lean


Purpose

Agile

Lean

Agile software
development is a group of
software development
methods based on iterative
and incremental
development, where
requirements and solutions
evolve through
collaboration between selforganizing, crossfunctional teams.
From Wikipedia

Lean is a series or related
activities aimed at
improving safety, quality,
flexibility and productivity
through eliminating waste
by involving all people all
the time in problem
solving.

From Taiichi Ohno

Lean & agile

LEAN DELIVERY

UX

COCONSTRUCTION

TEAMWORK

AGILE HUMAN
INTERFACE

Leap of faith

Agile
• Individuals and
interactions over processes
and tools
• Working software over
comprehensive
documentation
• Customer collaboration
over contract negotiation
• Responding to change over
following a plan

Lean

In order to develop products,
first you have to develop
people


Built-in-quality

Quality at every step

Quality of customer
experience

Built-in quality

I can judge OK vs.
NOK on the spot,
I can move to the
next step with
certainty,
I can be confident

Make every
customer
smile, every
day on every
product

Quality of customer
experience

What is the problem?

Start lean


Voice of customers


Kanban?
1. Visualize workflow
2. Limit work-in-progress

3. Measure and Manage
Flow
4. Make process policies
explicit
5. Use models to
recognize improvement
opportunities


And burn-down charts?

• Work through that
backlog!
• Make progress visible
• Check progress
against predictions
• Cut the scope? Extend
the schedule?


Let’s think lean
Are we making the right
product?

Are we developing
people the right way?


Don’t argue with one-piece-flow

• Only one task at a
time!
• Because of downtime, here, you can
see three slots = two
too many
• Task by task is the
only way to really
focus on QUALITY


Visual management is about learning
from seeing problems, not scheduling
• Engineers used to keep
projects on their desk,
• Now in the kanban
board, one-piece-flow
• It’s an anti-boss
technique to avoid
asking for miracles

• It doesn’t solve capacity
or flow issues

Develop people by solving problems
one-by-one together

Visualize
activities
Study
countermeasures

Formulate
problems

Seek
root
cause


Lead-time control: ask ‘why?’

PLANNED
ACHIEVED
CORRECTLY ON
TIME
LATE
FAILED

Backlog control: ask ‘why?’

• The parking lot holds
the backlog – it’s a
stock
• Items are picked as
needed
• This is where capacity
issues appear


Formulate problems
• Specify problems (one
per day)
• What did we stumble
on?
• What is the immediate
cause?
• What can we do to fix it
quickly?

• What is the possible root
cause?


Learning to see!!!


Write standards

• At code level
• NOT procedures
• But detailed ways to
do specific jobs
• With specific tricks of
the trade


Teach standards
• Identify core coding
tasks each person
does every day
• Define a team way of
doing so

• Teach every person
• Challenge and
improve


Hansei
• Once the code is
delivered and
accepted

?

• Was it really what
they wanted?

• Are they pleased with
it when they use it
• What did we get right?
What did we miss?

Understanding value
• Software = product
• What are customers
preferences?
• How good are we at
satisfying these
preferences?
• What technical choices
do we need to
challenge?

Tech innovation

Before

After

•

Human Interface developed in
house

•

Vision separated from machine
control

•

Vision and machine control and
interfaces seen as one block

•

Framework Human Interface is
Pharma standard, to be
purchased

•

No make/buy architecture

•

Make/buy architecture


Not easy! Managers must be teachers
What does the
world look like
from up here?

•

Must be able to envisage
ideal situation

•

And to identify waste

•

To come up with kaizen
ideas together

•

And experiment quickly with
the team

•

In a worksite willing to
accept changes

•

So we develop the kaizen
spirit, every one, every day


The CEO must master lean leadership


Lean lessons

STRATEGY
STRUCTURE
SYSTEMS

IMPROVE:
SAFETY QUALITY
FLEXIBILITY
PRODUCTIVITY

+
CONTINUOUS
IMPROVEMENT
INITIATIVE

LEAN TOOLS

LEAN TOOLS to
involve EVERY
ONE EVERY DAY

STRATEGY
ORGANIZATION
SYSTEMS


Thank you, any questions?


Built in Quality by Michael Ballé - Lean IT Summit 2013

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