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IIT Academy: Lean & Kanban 102
The document provides an in-depth overview of Lean and Kanban methodologies, focusing on definitions, variations, and principles relevant to both agile practices and the Toyota Production System. It emphasizes waste reduction, continuous improvement, and creating a culture of empowering teams through systematic approaches. Case studies and practical applications are discussed to illustrate the implementation of Lean and Kanban tools in organizational contexts.
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IIT Academy: Lean & Kanban 102
- 1. LEAN AND KANBAN102 HI Per Lean Practice IIT Academy Industrie IT www.industrieit.com Lean and Kanban 102
- 2. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice Definitions and Disambiguations1
- 5. LEAN AND KANBAN102 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 KANBAN102 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.
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- 8. Lean Six SigmaLean GOAL PRACTIONERS SCALE APPROACH disambiguation SUCCESS METRIC Builda 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 KANBAN102 HI Per Lean Practice Lean in Product Contexts Near-identical in approach to Lean Startup
- 10. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice Defined Lean & Kanban Disambiguated “Lean” Visibility-Inspection-Adaptation Review
- 13. LEAN AND KANBAN102 HI Per Lean Practice How do we adapt with kanban?
- 14. LEAN AND KANBAN102 HI Per Lean Practice Lean - The Three Variations2
- 15. LEAN AND KANBAN102 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 KANBAN102 HI Per Lean Practice Muda Muda (無駄) is a Japanese word meaning "futility; uselessness; idleness; superfluity; waste; wastage; wastefulness”
- 17. LEAN AND KANBAN102 HI Per Lean Practice Mura Mura (無斑) is a Japanese word meaning "unevenness; irregularity; lack of uniformity; non-uniformity; inequality”
- 18. LEAN AND KANBAN102 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 KANBAN102 HI Per Lean Practice Agile Principles and Toyota Way3
- 20. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice Three Wastes 12 Agile Principles 14 Principles - Toyota Way Review
- 27. LEAN AND KANBAN102 HI Per Lean Practice Toyota Production System4
- 28. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice JIT Humn Dev Stand’d Work Production Levelling Continous Improvement Autono- mation Continuous Improvement Kaizen (改善)
- 39. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice Applying Lean via Tools5
- 45. LEAN AND KANBAN102 HI Per Lean Practice Visual Boards
- 46. LEAN AND KANBAN102 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 KANBAN102 HI Per Lean Practice Use visual controls so no problems are hidden. VISIBILITY INSPECTIONADAPTATION
- 48. LEAN AND KANBAN102 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 KANBAN102 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 KANBAN102 HI Per Lean Practice Practical Case Study and Further Examples6
- 51. LEAN AND KANBAN102 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
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- 54. LEAN AND KANBAN102 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)
- 57. LEAN AND KANBAN102 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 KANBAN102 HI Per Lean Practice Why nurture such teams?
- 59. TEAM PERFORMANCE TEAMTOPERFORM 1 23 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 PROJECT1 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
- 62. WHY PRESERVE PERFORMANCE? TEAMPERFORMANCE SPRINT1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 HIGH PERFORMANCE TEAM MEDIUM PERFORMANCE TEAM POOR TEAM ~240% greater
- 63. KEEPING TEAMS TOGETHER TEAMPERFORMANCE SPRINT1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 TEAM
- 64. FIXED TEAMS, INDIVIDUALROTATIONS TEAM A TEAM B TEAM C TEAM D JUL JAN FEB OCT Rotate individuals occasionally for personal and professional growth
- 65. LEAN AND KANBAN102 HI Per Lean Practice Case Study: Maintenance Other Examples Performing Teams Review
- 66. LEAN AND KANBAN102 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
- 67. LEAN AND KANBAN102 HI Per Lean Practice Thank you!