Go beyond post it’s on a board

•

3 likes•3,100 views

Make your workplace “speak” to you by visualizing your information. A workplace that speaks to you will act as a catalyst for continues improvements. Visualization tools and approaches like kanban and 5S are crucial in the Lean success stories. Successful Lean companies have made their workplaces speak to them visually for decades. In this session you will learn why making information visible and visual can have a profound effect in your business. We will go beyond Post-it’s on a board and show different kinds of visualizations and visual signals. You will see examples how to visualize your work-in-progress (WIP), build status, code metrics and more. Digital information systems are very powerful but they tend to only “whisper” in your workplace. Implemented right, you can make your ALM tools like Team Foundation Server “speak” to you and making crucial information immediately available and able to be acted upon. It is not a choice between analog or digital. It is how you make your information visually “speak” to you.

Technology Business

Go beyond Post-it’s on a board Håkan Forss Mail: hakan.forss@avegagroup.se Twitter: @hakanforss Blog: http://hakanforss.wordpress.com

“The soul never thinks without a picture.” Aristotle

Håkan Forss – Agile Coach

The Three Ways the Brain Creates Meaning

The Three Ways the Brain Creates Meaning

What do you see?

What do you see?

Whereshould I go

Whereshould I go

Whereshould I go

The Three Ways the Brain Creates Meaning

The Three Ways the Brain Creates Meaning

Lyxfällan TV3

“Each person has an emotional Elephant side and a rational Rider side.You’ve got to reach both” Chip and Dan Heath

“If youcan’tsee it, youreallycan’timprove it.” Alan Shalloway

A good Visual System

Can you tell who has which role?

Real world examples

Real world examples Omitted in online version

Other Visual Systems

Let’s go digital

Which is bigger 1 of 7

Who is the busiest? ? 5 1 9 2 0 3 4

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Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture. In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve. It’s time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.

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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: • Red = Non value adding waiting time • Yellow = Non value adding activates required due to how work is organized • Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be learn how flow efficiency can be drastically improved in a concrete example. You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. We will take a close look at the three laws that define the performance of all processes: • Little’s Law • Law of bottlenecks • Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation. In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: * Red = Non value adding waiting time * Yellow = Non value adding activates required due to how work is organized * Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains. First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency. We will take a close look at the three laws that define the performance of all processes: * Little’s Law * Law of bottlenecks * Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

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Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process. Ideas for now •How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture. •How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. •How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. •How small daily experiments lower the resistance to change and builds a kaizen culture. •How to use the great power of habits to build a new culture. •How to apply the Improvement Kata and Coaching Kata in a software development context Read more at http://hakanforss.wordpress.com/tag/toyota-kata/

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Toyota Kata – habits for continuous improvements Description: “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.

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Go beyond post it’s on a board

1. Go beyond Post-it’s on a board Håkan Forss Mail: hakan.forss@avegagroup.se Twitter: @hakanforss Blog: http://hakanforss.wordpress.com

2. “The soul never thinks without a picture.” Aristotle

3. Håkan Forss – Agile Coach

4.

5.

6.

7. The Three Ways the Brain Creates Meaning

8. The Three Ways the Brain Creates Meaning

9. What do you see?

10. What do you see?

11. Whereshould I go

12. Whereshould I go

13. Whereshould I go

14.

15. The Three Ways the Brain Creates Meaning

16.

17.

18. The Three Ways the Brain Creates Meaning

19.

20. Lyxfällan TV3

21. “Each person has an emotional Elephant side and a rational Rider side.You’ve got to reach both” Chip and Dan Heath

22.

23. “If youcan’tsee it, youreallycan’timprove it.” Alan Shalloway

24. A good Visual System

25. Can you tell who has which role?

26.

27.

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41. Real world examples

42. Real world examples Omitted in online version

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49. Other Visual Systems

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57. Let’s go digital

58. Which is bigger 1 of 7

59. Who is the busiest? ? 5 1 9 2 0 3 4

60. Digital systems tends to make information invisible

61. Good digital systems

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63.

64.

65.

66. Håkan Forss Mail: hakan.forss@avegagroup.se Twitter: @hakanforss Blog: http://hakanforss.wordpress.com/

Editor's Notes

TED presentation by Tom Wujec titled “The Three Ways the Brain Creates Meaning.“http://www.ted.com/talks/tom_wujec_on_3_ways_the_brain_creates_meaning.htmlWujec has this to say:We make meaning by seeing, by an act of visual interrogation. The lessons for us are three-fold.First, use images to clarify what we're trying to communicate.Secondly make those images interactive so that we engage much more fully.And the third is to augment memory by creating a visual persistence.
TED presentation by Tom Wujec titled “The Three Ways the Brain Creates Meaning.“http://www.ted.com/talks/tom_wujec_on_3_ways_the_brain_creates_meaning.htmlWujec has this to say:We make meaning by seeing, by an act of visual interrogation. The lessons for us are three-fold.First, use images to clarify what we're trying to communicate.Secondly make those images interactive so that we engage much more fully.And the third is to augment memory by creating a visual persistence.
TED presentation by Tom Wujec titled “The Three Ways the Brain Creates Meaning.“http://www.ted.com/talks/tom_wujec_on_3_ways_the_brain_creates_meaning.htmlWujec has this to say:We make meaning by seeing, by an act of visual interrogation. The lessons for us are three-fold.First, use images to clarify what we're trying to communicate.Secondly make those images interactive so that we engage much more fully.And the third is to augment memory by creating a visual persistence.
TED presentation by Tom Wujec titled “The Three Ways the Brain Creates Meaning.“http://www.ted.com/talks/tom_wujec_on_3_ways_the_brain_creates_meaning.htmlWujec has this to say:We make meaning by seeing, by an act of visual interrogation. The lessons for us are three-fold.First, use images to clarify what we're trying to communicate.Secondly make those images interactive so that we engage much more fully.And the third is to augment memory by creating a visual persistence.