IIT Academy: Agile. What is Lean? Isn't it a manufacturing thing? How do we apply it to software engineering practices?
Understand Lean in the context of modern Agile practices. Harness lean thinking and an updated look at the Toyota Production System (TPS). Designed for operational teams, maintenance teams, high availability teams, sales teams, management teams, project and portfolio management.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
IIT Academy: Agile. We’ve all seen it – “W-agile” teams, “Fr-agile” teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors – anyone responsible for deciding who goes into a team.
IIT Academy: Agile.
Let's learn the foundations. Covers the Copernican shift between agile and other approaches. This course outlines the agile philosophy, manifesto, and a survey of the field. This lesson is an important foundational component for those intending to continue the Lean and Scrum courses.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
IIT Academy: Agile. Understand and use today's most popular agile approach. For Delivery Managers, Architects, Developers, BAs, Testers, UX and DevOps. This is a must-attend for anyone in or starting in a scrum team.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile
SCRUM
SAFe
IBM approach to SAFe
Why Scale Agile?
IBM’s Point of ViewScaling Agile –The Recipe
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Building Your SAFe Implementation StrategyAlex Yakyma
In this presentation, Alex Yakyma will talk about practical aspects of SAFe rollouts in large Value Streams and Portfolios. Alex will provide numerous examples and practical advice to leaders and change agents that are about to start or are in the middle of their SAFe rollout.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkey’s biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called “The Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech you’ll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools we’ve created and implemented.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Agile
SCRUM
SAFe
IBM approach to SAFe
Why Scale Agile?
IBM’s Point of ViewScaling Agile –The Recipe
SAFe® Overview
IBM’s Support for SAFe
5 Simple Value Propositions
Evolving to SAFe
How IBM uses SAFe to deliver ALM tooling
Summary
Agile is simple to understand but difficult to implement, hard to master and mind-boggling when trying to scale!
This is because many organisations start implementing Agile in a cultural context that is mostly non-Agile.
This creates a significant number of tensions and frictions that the teams adopting Agile have to deal with although they are often not fully aware of them.
This presentation discusses why implement Agile and what is Agile, it also talks about how to scale from a single team to multiple teams and the impact on organisational culture.
Lean practices are best known for identifying and removing waste in the processes, activities and products. Value stream mapping and synchronisation are just a few ways in which Lean helps with streamlining the processes in product development.
Learn from Texavi, the leaders in IT consulting, training and solutions on how to implement Lean thinking and working to identify, manage and remove defects in the product development workflows.
Understand how the powerful techniques such as PDCA,DMAIC, Pull theory come handy in removing the excess fat in the processes and get down to the real deal in a efficient and cost-effective manner.
Starting with Kanban - A practical workshop on Value Stream Mapping and WIPEvan Leybourn
So you’ve heard about this Kanban thing and want to know where to start, or maybe you’ve been using it for a while and you want to know where to go. In this hands-on workshop, we’ll start at the very beginning and teach you how to build a Value Stream Map and use that to define your inital Kanban and WIP limits.
If these terms don’t make sense to you, then you need to come to this workshop.
COURSE FEATURES
* Learn how to create your VSM; the commonly overlooked practice of modeling the functional steps in your business processes - anything from IT to finance
* Track the flow of work through your VSM on your Kanban wall
* Learn how to use your VSM, team size and process efficiency to calculate your initial WIP.
* Learn how to embed a culture of Kaizen
If this sounds interesting, come along for a fun interactive workshop.
COURSE DETAILS
http://theagiledirector.com/speaking/2016/02/10/starting-with-kanban-a-practical-workshop-on-value-stream-mapping-and-wip/
A good overview of Agile Values and Principles, Framework and Methodologies, as well as guidance as to when to utilize Waterfall vs. Agile Project Management, and how to avoid potential pitfalls in Agile Adoption.
Tech Mahindra and CollabNet have worked together on a number of mission-critical projects, and over the course of their partnership have developed unique expertise in lifecycle, development-to-production metrics. Gain an understanding not only of what metrics are important, but also practical approaches to building reports and dashboards that deliver a single-pane view of all your delivery pipelines across the enterprise.
Participants will learn:
KPI’s of end-to-end dashboard driven development and delivery
Best practices for metrics in Agile / DevOps environments
Role of technology frameworks for integrated planning and reporting
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Talk delivered by Craig Smith at Agile India 2022 on 22 September 2022.
With 66% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile methods and frameworks in the world today. For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results. So join us on this rapid journey to look at the universe of Agile approaches and adding some extra tools into your toolkit
Mangler du en pragmatisk introduktion til Scrum og Agile? Leder du efter startblokken for at komme i gang med agile projekter? Eller er dit behov essentiel viden om den agile proces, så du forstår hvad der forventes af dig?
På en aften vil du få løftet din forståelse af de tre mest udbredte agile metoder: Scrum, Kanban og XP. Du vil først få præsenteret de enkelte metoders bestanddele og hvordan de hænger sammen. Herefter skifter vi fokus til metodernes forskelle og kombinationsmuligheder. Afslutningsvis tager vi en diskussion om de udfordringer, der kan spænde ben for de agile tiltag.
Alt i alt vil du få et godt grundlag på din vej til at blive en dygtig agil praktiker.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
1. LEAN AND KANBAN 102
HI Per Lean Practice
IIT Academy
Industrie IT
www.industrieit.com
Lean and Kanban 102
2. LEAN AND KANBAN 102
HI Per Lean Practice
Hello Lean and Kanban!
What do you know?
What have you done?
What don't you know but want to know?
What are you concerned/sceptical about?
3. LEAN AND KANBAN 102
HI Per Lean Practice
Contents
1. Definitions and Disambiguations
2. Lean - The Three Variations
3. Agile Principles and the Toyota Way
4. Toyota Production System
5. Applying Lean via Tools
6. Practical Case Study and Further Example
7. Appendix
4. LEAN AND KANBAN 102
HI Per Lean Practice
Definitions and Disambiguations1
5. LEAN AND KANBAN 102
HI Per Lean Practice
What is Lean?
Lean is a systematic method for
the elimination of waste within a
manufacturing process*
*now updated and re-contextualised for agile
6. LEAN AND KANBAN 102
HI Per Lean Practice
What is Kanban?
Kanban (かんばん 看板 Japanese for seeing board/
billboard/signboard) is a scheduling system for lean and
just-in-time production.
Kanban relates to agile in that it provides a manner of
making production items visible, enabling inspection and
adaptation.
8. Lean Six SigmaLean
GOAL
PRACTIONERS
SCALE
APPROACH
disambiguation
SUCCESS
METRIC
Build a culture of stopping to fix
problems, to get quality from the
customer perspective right the first time.
eliminate any abnormalities,
failures, or defects that occur
within a given process
reach customer outcomes reduce waste
company-wide cultural shift improvement project
certified expertseveryone
Long-term philosophy, even at the
expense of short-term financial goals
Measurable metric (commonly
dollar value) to justify
9. LEAN AND KANBAN 102
HI Per Lean Practice
Lean in Product Contexts
Near-identical in
approach to
Lean Startup
10. LEAN AND KANBAN 102
HI Per Lean Practice
Lean in Scaled Agile contexts
Commonly
• Creation work tickets and phases
• Kanban visual board
• Cumulative flow diagram
• Standard practices
11. LEAN AND KANBAN 102
HI Per Lean Practice
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL
& IMPLEMENTATION
INTEGRATION,
CO-ORDINATION
& RELEASE
BACKLOG
high level
BACKLOG
elaboration
BACKLOG
high detail
SCRUM AND
KANBAN TEAMS
KANBAN
TEAMS
KANBAN
portfolio manager
UX, DevOps,
Automation SME
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,
incl. senior architect
release & integration
managers
Kanban
Team(s)
Scrum
Team(s)
Vision
Benefits &
Measures
Capability
Roadmap
Strategic
Architecture
UX, DevOps,
Automation, et al.
Prioritisation &
Scheduling
Systems Architecture &
Technical Debt
Release
Planning
Development
Measurement and Continuous Improvement
…
permanent teams
of 5-9 people:
cross-skilled,
self-managing,
high performing.
12. LEAN AND KANBAN 102
HI Per Lean Practice
Defined Lean & Kanban
Disambiguated “Lean”
Visibility-Inspection-Adaptation
Review
13. LEAN AND KANBAN 102
HI Per Lean Practice
How do we adapt with
kanban?
14. LEAN AND KANBAN 102
HI Per Lean Practice
Lean - The Three Variations2
15. LEAN AND KANBAN 102
HI Per Lean Practice
The Three Variations
1. Muda 無駄 - waste
2. Mura 無斑 - unevenness
3. Muri 無理 - overburden
16. LEAN AND KANBAN 102
HI Per Lean Practice
Muda
Muda (無駄) is a Japanese word
meaning "futility; uselessness;
idleness; superfluity; waste;
wastage; wastefulness”
17. LEAN AND KANBAN 102
HI Per Lean Practice
Mura
Mura (無斑) is a Japanese word
meaning "unevenness;
irregularity; lack of uniformity;
non-uniformity; inequality”
18. LEAN AND KANBAN 102
HI Per Lean Practice
Muri
Muri (無理) is a Japanese word
meaning "unreasonableness;
impossible; beyond one's power;
too difficult; by force; perforce;
forcibly; compulsorily;
excessiveness; immoderation”
19. LEAN AND KANBAN 102
HI Per Lean Practice
Agile Principles and Toyota Way3
20. LEAN AND KANBAN 102
HI Per Lean Practice
12 Agile Principles
1. Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale
4. Business people and developers must work
together daily throughout the project
21. LEAN AND KANBAN 102
HI Per Lean Practice
12 Agile Principles
5. Build projects around motivated individuals. Give
them the environment and support they need, and
trust them to get the job done
6. The most efficient and effective method of conveying
information to and within a development team is
face-to-face conversation
7. Working software is the primary measure of
progress
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely
22. LEAN AND KANBAN 102
HI Per Lean Practice
12 Agile Principles
9. Continuous attention to technical excellence and
good design enhances agility
10.Simplicity - the art of maximizing the amount of
work not done - is essential
11.The best architectures, requirements, and
designs emerge from self-organizing teams
12.At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behaviour accordingly
23. LEAN AND KANBAN 102
HI Per Lean Practice
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term financial
goals.
2. Create a continuous process flow to bring problems to the
surface.
3. Use ‘pull’ systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
5. Build a culture of stopping to fix problems, to get quality
right the first time.
Lean - The Toyota Way
24. LEAN AND KANBAN 102
HI Per Lean Practice
6. Standardized tasks and processes are the foundation for
continuous improvement and employee empowerment.
7. Use visual controls so no problems are hidden.
8. Use only reliable, thoroughly tested technology that serves
your people and process.
9. Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others.
10.Develop exceptional people and teams who follow your
company’s philosophy.
Lean - The Toyota Way
25. LEAN AND KANBAN 102
HI Per Lean Practice
11.Respect your extended network of partners and suppliers
by challenging them and helping them improve.
12.Go and see for yourself to thoroughly understand the
situation.
13.Make decisions slowly by consensus, thoroughly
considering all options; implement decisions rapidly.
14.Become a learning organisation through relentless
reflection and continuous improvement.
Lean - The Toyota Way
26. LEAN AND KANBAN 102
HI Per Lean Practice
Three Wastes
12 Agile Principles
14 Principles - Toyota Way
Review
27. LEAN AND KANBAN 102
HI Per Lean Practice
Toyota Production System4
28. LEAN AND KANBAN 102
HI Per Lean Practice
The TPS House
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
Production Levelling
改善
Continous Improvement
⾃自働化
Autonomation
29. LEAN AND KANBAN 102
HI Per Lean Practice
Consider:
• Foundation beneath the house (philosophy of management)?
• Trees and yard around it (the environment)?
• Neighborhood (community)?
• The street and driveway to the house (marketing and sales channels)?
• Utilities coming to the house (supplier)?
• What kind of people live in that house (employees)?
• Where is the garage, and the tool shed (by whom and how is the system maintained)?
• What about the weather (socio-political environment around the business)?
• When was the house built, for what reason, and by whom?" (history).
Read more: Blogging for Lean disambiguation & true kaizen | Gemba Panta Rei
http://www.gembapantarei.com/2007/09/something_lacking_in_the_tps_house.html
Surrounding the ‘house’
30. LEAN AND KANBAN 102
HI Per Lean Practice
Just-in-Time
a production strategy that strives
to improve a business' return on
investment by reducing in-
process inventory and associated
carrying costs
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
31. LEAN AND KANBAN 102
HI Per Lean Practice
JIT in Agile
• test-early-and-often
• iterative and incremental
• customer centric cycles
• short cycle times
• prototyping (rapid, clickable, etc.)
• MVP
• Steel threads/walking skeletons
• Fail fast, learn fast, adapt fast
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
32. LEAN AND KANBAN 102
HI Per Lean Practice
Autonomation
Jidoka (⾃自働化) is “intelligent automation" or
"automation with a human touch.” It is a
quality control process that applies the
following four principles:
1. Detect the abnormality.
2. Stop.
3. Fix or correct the immediate condition.
4. Investigate the root cause and install a
countermeasure.
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
33. LEAN AND KANBAN 102
HI Per Lean Practice
Autonomation
• Rapid/immediate address,
identification and correction of
mistakes that occur.
• Relieves the worker of the need to
continuously judge normal operation
• Efforts are now only engaged when
there is a problem alerted by the
machine.
• Extends and empowers human worker.
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
34. LEAN AND KANBAN 102
HI Per Lean Practice
Standardised Work
Classically, in a manufacturing context:
• Takt time, which is the rate at which
products must be made in a process to
meet customer demand.
• The precise work sequence in which an
operator performs tasks within takt time.
• The standard inventory, including units
in machines, required to keep the
process operating smoothly.
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
35. LEAN AND KANBAN 102
HI Per Lean Practice
Standardised Work
High-Performing
Agile Teams as Special Forces
e.g.
• Sprints
• Grooming
• Standups
• Planning
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
http://www.slideshare.net/JamesCuriously/agile-special-forces-agile-australia-2014
• Review & Demos
• Showcase
• Impediments
• Team Coaching
36. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Production Levelling
Heijunka is (平準化) Production Levelling. i.e. avoid the ‘hockey stick’.
In Lean
2. Create a continuous process flow to bring problems to the surface.
3. Use ‘pull’ systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
In Agile
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace indefinitely.
37. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
"HeijunkaBox" by MithrandirMage - Own work based on: en:File:Heijunka 2.JPG by Facius.. Licensed under CC BY-SA 3.0 via Wikimedia
Commons - http://commons.wikimedia.org/wiki/File:HeijunkaBox.svg#/media/File:HeijunkaBox.svg
Production Levelling
38. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
Kaizen (改善)
39. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
• Requires standardised tasks and procedures
• Involves everyone from CEO to line staff
• Is responsive to the environment
• Is democratic and empowering
• Applied in daily, weekly, monthly cycles
• Requires a cultural shift at individual level
• Applies forever
• Needs continuous application coaching
40. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
9. Grow leaders who thoroughly understand the work,
live the philosophy, and teach it to others.
10.Develop exceptional people and teams who follow
your company’s philosophy.
11.Respect your extended network of partners and
suppliers by challenging them and helping them
improve.
In Lean
41. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
12.Go and see for yourself to thoroughly understand
the situation.
13.Make decisions slowly by consensus, thoroughly
considering all options; implement decisions
rapidly.
14.Become a learning organisation through relentless
reflection and continuous improvement.
In Lean
42. LEAN AND KANBAN 102
HI Per Lean Practice
JIT Humn
Dev
Stand’d
Work
Production
Levelling
Continous
Improvement
Autono-
mation
Continuous Improvement
12. At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behaviour accordingly
In Agile
43. LEAN AND KANBAN 102
HI Per Lean Practice
Review: TPS
Toyota
Production System
Just In Time Human
Development
Jidoka
KaizenHeijunka
Standardised
Work 平準化
Production Levelling
改善
Continous Improvement
⾃自働化
Autonomation
44. LEAN AND KANBAN 102
HI Per Lean Practice
Applying Lean via Tools5
46. LEAN AND KANBAN 102
HI Per Lean Practice
Shop Floor Attitude
Genchi Genbutsu “Shop Floor Attitude”
It encourages employees to go to the source
and find the facts to make correct decisions,
build consensus and achieve goals.
47. LEAN AND KANBAN 102
HI Per Lean Practice
Use visual controls so no problems are
hidden.
VISIBILITY
INSPECTIONADAPTATION
48. LEAN AND KANBAN 102
HI Per Lean Practice
Kanban Team Practices
1. Daily Inspection of visual board (pull)
2. Impediment Removal
3. Create conditions for flow
• Autonomation
• People Development
• And other tools (from house or team and
new ideas)
4. Reduce work-in-progress (WIP)
5. Genchi Genbutsu (Shop Floor Attitude)
49. LEAN AND KANBAN 102
HI Per Lean Practice
Portfolio
Programs
Teams
STRATEGIC
TECHNICAL
& IMPLEMENTATION
INTEGRATION,
CO-ORDINATION
& RELEASE
BACKLOG
high level
BACKLOG
elaboration
BACKLOG
high detail
SCRUM AND
KANBAN TEAMS
KANBAN
TEAMS
KANBAN
portfolio manager
UX, DevOps,
Automation SME
sponsors
program manager
scrum master
product owner
architects
senior stakeholders,
incl. senior architect
release & integration
managers
Kanban
Team(s)
Scrum
Team(s)
Vision
Benefits &
Measures
Capability
Roadmap
Strategic
Architecture
UX, DevOps,
Automation, et al.
Prioritisation &
Scheduling
Systems Architecture &
Technical Debt
Release
Planning
Development
Measurement and Continuous Improvement
…
permanent teams
of 5-9 people:
cross-skilled,
self-managing,
high performing.
50. LEAN AND KANBAN 102
HI Per Lean Practice
Practical Case Study and Further Examples6
51. LEAN AND KANBAN 102
HI Per Lean Practice
Maintenance & Enhancements
1. High defect count in product
2. High cost of failure - high
pressure on team
3. Limited budget and resources,
leading to typically small team
4. Tight timeframe to resolve
5. Must get right the first time
54. LEAN AND KANBAN 102
HI Per Lean Practice
Kanban Team Practices
1. Daily Inspection of visual board (pull)
2. Impediment Removal
3. Create conditions for flow
• Autonomation
• People Development
• And other tools (from house or team and
new ideas)
4. Reduce work-in-progress (WIP)
5. Genchi Genbutsu (Shop Floor Attitude)
55.
56.
57. LEAN AND KANBAN 102
HI Per Lean Practice
Other Examples
1. Management - Project,
Portfolio, et al.
2. One team, multiple requests
(e.g. environments, DB, UX)
3. Sales teams
4. Coaching teams
58. LEAN AND KANBAN 102
HI Per Lean Practice
Why nurture such teams?
59. TEAM PERFORMANCE
TEAMTOPERFORM
1 2 3 4 5 6 7 8 9 10 11 12 13 TIME
FORM STORM NORM PERFORM
• NOT ALL TEAMS
ARE EQUAL
• TEAMS REQUIRE
TIME TO PERFORM
• TEAMS SHOULD
PERIODICALLY
INSPECT
PERFORMANCE
AND FIND WAYS
TO IMPROVE
• EVEN GIVEN THE
ABOVE, TEAMS
STILL MAY NOT
PERFORM
60. TRADITIONAL RESOURCE MANAGEMENT
TEAMTOPERFORM
PROJECT 1 PROJECT 2 PROJECT 3
• HAVE DIFFERENT
PEOPLE
• RE-LEARN TEAM
NORMS
• STARTS WITH ZERO
PERFORMANCE
BEHAVIOUR
• PERFORMS BASED
ON SCOPE
CADENCE RATHER
AND
PERFORMANCE
CADENCE,
CREATING A
“HOCKEY STICK
CRUNCH”
CONSTANTLY
REFORMING
TEAMS
PROJECT 3
TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE
61. CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW
WATERFALLPORTFOLIO
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4
• NOT ALL TEAMS
ARE EQUAL
• TEAMS REQUIRE
TIME TO PERFORM
• EVEN GIVEN THE
ABOVE, TEAMS
STILL MAY NOT
PERFORM
UNPREDICTABLE
PRODUCTIVITY
ACROSS
PORTFOLIO
64. FIXED TEAMS, INDIVIDUAL ROTATIONS
TEAM A
TEAM B
TEAM C
TEAM D
JUL
JAN
FEB
OCT
Rotate individuals occasionally for
personal and professional growth
65. LEAN AND KANBAN 102
HI Per Lean Practice
Case Study: Maintenance
Other Examples
Performing Teams
Review
66. LEAN AND KANBAN 102
HI Per Lean Practice
Review: Lean 102
1. Definitions and Disambiguations
2. Lean - The Three Variations
3. Agile Principles and the Toyota Way
4. Toyota Production System
5. Applying Lean via Tools
6. Practical Case Study and Further Example
7. Appendix