A study on the Kanban Method used for social impact and disaster recovery. Presented at Lean Kanban Central Europe 2018 by Janice Linden-Reed. See also https://www.slideshare.net/lkce/lkce18-janice-lindenreed-kanban-saves-the-world
Presented by Renee Dawson, Practice Manager, Greencap, Dr Michael Taylor, Practice Manager Occupational Hygiene & Phoebe Gane, National Practice Lead for Health & Safety
Whats covered?
During the past three years many organisations, business leaders, teams and H&S professionals have had to navigate situations that feel complex.
This dynamic landscape has required organisations and their leaders to be flexible and respond efficiently to emerging risks and potential opportunities. Navigating complexity is not new to the Health & Safety Professional, business leaders and their teams. However, it is helpful to recognise when you are navigating unpredictability and adjust your decision-making process and approach to respond successfully.
In this panel discussion, Greencap will present and explore recent case studies where a decision-making framework was successfully used to navigate and respond to health and safety risks and unforeseen challenges. The discussion aims to provide participants with examples of how to:
• Successfully approach and navigate health & safety challenges;
• Adjust the decision-making process to suit the unique needs of the situation; and
• Respond in a contextually appropriate way.
Presented by Renee Dawson, Practice Manager, Greencap, Dr Michael Taylor, Practice Manager Occupational Hygiene & Phoebe Gane, National Practice Lead for Health & Safety
Whats covered?
During the past three years many organisations, business leaders, teams and H&S professionals have had to navigate situations that feel complex.
This dynamic landscape has required organisations and their leaders to be flexible and respond efficiently to emerging risks and potential opportunities. Navigating complexity is not new to the Health & Safety Professional, business leaders and their teams. However, it is helpful to recognise when you are navigating unpredictability and adjust your decision-making process and approach to respond successfully.
In this panel discussion, Greencap will present and explore recent case studies where a decision-making framework was successfully used to navigate and respond to health and safety risks and unforeseen challenges. The discussion aims to provide participants with examples of how to:
• Successfully approach and navigate health & safety challenges;
• Adjust the decision-making process to suit the unique needs of the situation; and
• Respond in a contextually appropriate way.
How to use and interpret SPC (Statistical Process Control) charts – 20 Januar...NHS England
Presentation and recording showing How to use SPC (charts) and specifically how to use the data with trusts for Clinical Standard 2.
- Sarah Duncan - Project Lead - 7 Day Services (NHS England)
- Rhuari Pike - Programme Lead - 7 Day Services (NHS England)
A Brighter Energy Future for Regions: An Introduction to SolSmart’s Regional ...nado-web
Solar is becoming an increasingly popular option for communities and regions looking to diversify their energy supply, especially as the price of solar installations has continued to decrease. The SolSmart team works free of charge with communities and regions around the country to obtain Gold, Silver, and Bronze designations by incorporating best practices for solar planning, zoning, permitting, and inspection. This session will provide an overview of the SolSmart program and its benefits and highlight how regional development organizations can participate in the process and achieve designation.
-Andrew Light, Program Manager, Interstate Renewable Energy Council, Washington, DC
-Introduction: Chris Rietow, Executive Director, Apalachee Regional Planning Council, Tallahassee, FL
23rd September,2022, I got an opportunity to present my proposition, entitled “Product Development: From Your Backyard Swimming Pool to the English Channel” to the community “Scrum Masters of the Universe”, Des Moines, IA.
This Virtual event registered by 98 attendees.
I emphasized about building large system, what it takes to build such systems successfully.
What are the various aspects we should watch out for to overcome some of the challenges, I have shared.
Some of the interesting questions developed.
1. How Obeya can help us to minimize some of the complexity
2. How do we know to address complexity, should we focus short term or long term ?
3. How UX and Other features development can minimize silos mindset
4. How legacy leadership mindset can be surmounted
Thanks to the participants who were with us till the end, that indicates, dedication, passion and curiosity to learn and grow.
Let us continue this learning journey as a community and support each other with great knowledge and grow.
You can find the video here: Please have a look : https://youtu.be/fEjUIP9MkDU
A big thanks to "Scrum Master of the Universe" Community!!
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Resilient King County Fall Summit PresentationResilientKC
An overview of the Resilient King County initiative, workshop themes, and key outcomes. This also includes a case study of Christchurch and how the city was transformed through its recovery process.
When You Come to a Fork in the Road, Take It: Rutgers & Sightlines ERAPPA 201...Sightlines
In this presentation, Rutgers University discussed their process for establishing best practice policies during the largest merger in Higher Education’s history.
On July 1, 2013, the largest merger in the history of U.S. higher education occurred when Rutgers University and the University of Medicine and Dentistry of New Jersey (UMDNJ) created a super-sized Rutgers with 67,000 students, 27 million gross square feet of space and 1,100 additional employees. The merger was only the beginning. In addition to the UMDNJ integration, the facilities departments for housing and satellite campuses were restructured under one facilities umbrella as a unified organization.
As Yogi Berra, a long time New Jersey resident, once said: “When you come to a fork in the road – take it.” Faced with having to manage and deploy over 1,700 people, an annual facilities operating budget of $227 million, and a capital budget of $150 million, consolidation brought Rutgers leadership to that fork in the road.
Since the merger, Rutgers facilities leaders have been navigating in a climate of change and closely examining every aspect of their facilities across multiple campuses, using data-driven, comparative metrics and analysis provided by Sightlines. An expert panel will discuss the process used to engage stakeholders (including administration, faculty, students and staff) and change the philosophy about managing space, operations and capital planning.
Attendees will learn:
How to engage campus leadership and facilities staff about using data and analysis during a time of major change;
How to standardize policies and procedure to maximize quality of services within budgetary constraints;
How to change and manage expectations of the campus community about levels of service for maintenance, custodial and grounds;
How data and analysis can lead to changes in campus philosophy regarding use and interaction of space, capital planning and operations to improve capital investments and facilities operations in significant ways.
Maximising Capital Investments - is guesswork eroding your bottomline?Michael McKeon
Globally, organisations waste US$122 million for every US$1 billion invested due to poor project performance. Daniel Galorath, the world’s leading expert in project estimation, explains why - and how to create better outcomes.
What Healthcare is Learning from ManufacturingLeanTalentFind
How experts from manufacturing are helping to redefine healthcare delivery. Ted Stiles, Partner at Stiles Associates delivered this presentation at the 2012 NE Shingo Prize for Operational Excellence Conference on September 25, 2012
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
How to use and interpret SPC (Statistical Process Control) charts – 20 Januar...NHS England
Presentation and recording showing How to use SPC (charts) and specifically how to use the data with trusts for Clinical Standard 2.
- Sarah Duncan - Project Lead - 7 Day Services (NHS England)
- Rhuari Pike - Programme Lead - 7 Day Services (NHS England)
A Brighter Energy Future for Regions: An Introduction to SolSmart’s Regional ...nado-web
Solar is becoming an increasingly popular option for communities and regions looking to diversify their energy supply, especially as the price of solar installations has continued to decrease. The SolSmart team works free of charge with communities and regions around the country to obtain Gold, Silver, and Bronze designations by incorporating best practices for solar planning, zoning, permitting, and inspection. This session will provide an overview of the SolSmart program and its benefits and highlight how regional development organizations can participate in the process and achieve designation.
-Andrew Light, Program Manager, Interstate Renewable Energy Council, Washington, DC
-Introduction: Chris Rietow, Executive Director, Apalachee Regional Planning Council, Tallahassee, FL
23rd September,2022, I got an opportunity to present my proposition, entitled “Product Development: From Your Backyard Swimming Pool to the English Channel” to the community “Scrum Masters of the Universe”, Des Moines, IA.
This Virtual event registered by 98 attendees.
I emphasized about building large system, what it takes to build such systems successfully.
What are the various aspects we should watch out for to overcome some of the challenges, I have shared.
Some of the interesting questions developed.
1. How Obeya can help us to minimize some of the complexity
2. How do we know to address complexity, should we focus short term or long term ?
3. How UX and Other features development can minimize silos mindset
4. How legacy leadership mindset can be surmounted
Thanks to the participants who were with us till the end, that indicates, dedication, passion and curiosity to learn and grow.
Let us continue this learning journey as a community and support each other with great knowledge and grow.
You can find the video here: Please have a look : https://youtu.be/fEjUIP9MkDU
A big thanks to "Scrum Master of the Universe" Community!!
by Kate Hobson of Salisbury District Hospital shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
www.leanuk.org
Resilient King County Fall Summit PresentationResilientKC
An overview of the Resilient King County initiative, workshop themes, and key outcomes. This also includes a case study of Christchurch and how the city was transformed through its recovery process.
When You Come to a Fork in the Road, Take It: Rutgers & Sightlines ERAPPA 201...Sightlines
In this presentation, Rutgers University discussed their process for establishing best practice policies during the largest merger in Higher Education’s history.
On July 1, 2013, the largest merger in the history of U.S. higher education occurred when Rutgers University and the University of Medicine and Dentistry of New Jersey (UMDNJ) created a super-sized Rutgers with 67,000 students, 27 million gross square feet of space and 1,100 additional employees. The merger was only the beginning. In addition to the UMDNJ integration, the facilities departments for housing and satellite campuses were restructured under one facilities umbrella as a unified organization.
As Yogi Berra, a long time New Jersey resident, once said: “When you come to a fork in the road – take it.” Faced with having to manage and deploy over 1,700 people, an annual facilities operating budget of $227 million, and a capital budget of $150 million, consolidation brought Rutgers leadership to that fork in the road.
Since the merger, Rutgers facilities leaders have been navigating in a climate of change and closely examining every aspect of their facilities across multiple campuses, using data-driven, comparative metrics and analysis provided by Sightlines. An expert panel will discuss the process used to engage stakeholders (including administration, faculty, students and staff) and change the philosophy about managing space, operations and capital planning.
Attendees will learn:
How to engage campus leadership and facilities staff about using data and analysis during a time of major change;
How to standardize policies and procedure to maximize quality of services within budgetary constraints;
How to change and manage expectations of the campus community about levels of service for maintenance, custodial and grounds;
How data and analysis can lead to changes in campus philosophy regarding use and interaction of space, capital planning and operations to improve capital investments and facilities operations in significant ways.
Maximising Capital Investments - is guesswork eroding your bottomline?Michael McKeon
Globally, organisations waste US$122 million for every US$1 billion invested due to poor project performance. Daniel Galorath, the world’s leading expert in project estimation, explains why - and how to create better outcomes.
What Healthcare is Learning from ManufacturingLeanTalentFind
How experts from manufacturing are helping to redefine healthcare delivery. Ted Stiles, Partner at Stiles Associates delivered this presentation at the 2012 NE Shingo Prize for Operational Excellence Conference on September 25, 2012
Understand (and Fix) Your Chronic Work Disorder with KanbanJanice Linden-Reed
You can solve recurring problems with your work when you understand it as a system. The Kanban Method lets you discover, model, and manage your unique system of work. Kanban applies principles of mindfulness directly to work.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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
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
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Public Speaking Tips to Help You Be A Strong Leader.pdf
Kanban Saves the World
1. KANBAN SAVES
THE WORLD
J A N I C E L I N D E N - R E E D
L E A N K A N B A N C E N T R A L E U R O P E 2 0 1 8
2. RUSSELL HEALY, KCP
• In 2011 a 6.3 earthquake struck Christchurch, New Zealand,
killing 185 people
• The Ministry of Social Development was unable to meet the
demand to distribute emergency relief funds
• Russell set up a Kanban system to better manage the work
• By the end of the first week, $53 million was distributed. $145
million by week 3.
WORKED WITH NEW ZEALAND’S
MINISTRY OF SOCIAL
DEVELOPMENT
3. I S K A N B A N A P P L I E D
T H E S A M E W AY I N A
D I S A S T E R S C E N A R I O ?
6. WHAT HAPPENS WHEN DEMAND AND CAPABILITY
ARE OUT OF BALANCE?
Quality issues,
causing more delay
and dissatisfaction
Lack of predictability
Overworkedbut
unproductive
workers Missed deadlines
Capability
to Deliver
Customer
Demand KANBAN
SYSTEM
7. HOW CAN YOU HANDLE TOO MUCH DEMAND
FOR THE AVAILABLE CAPABILITY?
BETTER TRAINING?
REFUSE THE WORK
REQUESTS?
HIRE MORE PEOPLE?
NEW TOOLS?
???
Capability
to Deliver
Customer
Demand KANBAN
SYSTEM
8. KANBAN HAS TECHNIQUES
TO BETTER MANAGE CAPABILITY, DEMAND, AND FLOW
Shape Demand
Classes of Service
Cost of Delay
Board Design
Options Model
Upstream Kanban
Queuing Policy
Decoupled Cadences
Capacity Allocation
…
Kanban gives us “levers” to adjust as our business needs shift
Customer
Demand
Capability
to Deliver
Improve Capability
Identify and Reduce Delay
Bottleneck Handling
Dependency Management
Understanding Variation
Economic Cost Model
Risk Review
Feedback Loops
Manage Flow
…
9. DoneNext
5 ∞
Ongoing
Development Testing
Done Ongoing Done
3 3∞ ∞
Deploy
Work Items
Who is
working on
what?
How
work
exits the
system
How work FLOWS through the system
How work
enters the
system
Explicit
rules for
how to
handle the
work
The activities
applied to the
work
(workflow)
A KANBAN SYSTEM MODELS THE SYSTEM OF WORK
10. Testing DoneNext
5 ∞
Ongoing
Development
Done Ongoing Done
3 3∞ ∞
Deploy
Work Items
Who is
working on
what?
How
work
exits the
system
How work FLOWS through the system
How work
enters the
system
The activities
applied to the
work
(workflow)
Explicit
rules for
how to
handle the
work
POLICIES ARE DELIBERATE AND EXPLICIT,
NOT UNSTATED AND ASSUMED
11. KANBAN: KNOW YOUR SYSTEM OF WORK
Observe the current work including
patterns and pain points.
Design a Kanban system to model and
manage the system of work
Improve the system through gradual,
evolutionary change
3
2
1
14. WHAT IS A
DISASTER?
“Disasters occur when
the demands for action
exceed the capabilities
for response in a crisis
situation”
Professor Enrico Quarantelli (1985)
15. UNITED
NATIONS
“The consequences
of events triggered by
natural hazards that
overwhelm local
response capacity and
seriously affect the
social and economic
development of a
region.”
16. INTERNATIONAL FEDERATION OF RED
CROSS AND RED CRESCENT
VULNERABILTY CAPACITY ASSESSMENT (VCA)
(VULNERABILITY+ HAZARD )
/ CAPACITY
= DISASTER
18. PATTERNS OF DISASTER SITUATIONS
• Demand exceeds
capacity – suddenly
and severely
• Previous capacity
is reduced
CUSTOMER
DEMAND
CAPACITY
TO HANDLE
DEMAND
19. PATTERNS OF DISASTER SITUATIONS
After the initial impact,
demand increases
while capacity
continues to
decrease
CUSTOMER
DEMAND
CAPACITY
TO HANDLE
DEMAND
21. NATURAL DISASTER ON THE RISE
Since 1970, the number
of disasters worldwide
has more than
quadrupled to around
400 a year.
These include
earthquakes, storms,
floods and heatwaves.
22. DISASTER
MANAGEMENT WORKS
In 1970, 200,000 people perished annually.
That figure has been dramatically reduced,
thanks to safety measures such as
improved buildings and flood-prevention
schemes.
24. Preparedness
PHASES OF DISASTER MANAGEMENT
• Training
• Materials/Supplies
• Communication
systems in place
Response RecoveryPrevention
• Building standards
• Vaccines
• Flood walls
• Evacuations
• Rescue
• Services: providers,
equipment, supplies
• Rebuilding
• Restore
infrastructure
(govt, water,
power)
25. 2018 INDONESIA
EARTHQUAKE
• 563 people killed
• More than 1000 injured
• 417,000 people displaced
• 1226 hikers stranded due to
landslides
• More than 350 aftershocks
30. PREVIOUS
CAPABILITY IS
REDUCED
– Government buildings
and medical clinics
destroyed
– Roads and bridges
impassable
– Clean water and
plumbing damaged
– Telecommunications
and power outages
31. CONDITIONS
CREATE MORE
NEEDS TO FULFILL
• No plumbing – using river
as a toilet
• Medical facilities
overwhelmed, care
provided outside
– Lack of sterile
operating areas
36. “THIS HOSPITAL
MUST CLOSE”
• Operating with an expired permit
• Losing money – in danger of closing
down
• Paying employees below legal wages
• Roof has caved in; Raining every day
38. SCOPE:
FACILITY MAINTENANCE AND REPAIR
• Facility maintenance and repair issues
– Manager has no independent authority
– Team constantly interrupted and overwhelmed
– Urgent workload (such as fixing the roof)
– Open work items for months
– Unclear process
39. APPLYING THE KANBAN METHOD
• Feedback loops
– Data
– Meetings with defined agendas
• Policies:
– Decision authority
– Per-personWIP limit
• Classes of service
– some of facilities were treated
differently
40. RESULT
• Situation went from chaos to orderly
• In 2 weeks, went from 6 items
completed (2-3 per week) to 46
items complete
• In 2 weeks, they served 120 patients in
a day. In 6 months, they were averaging
120 patients served a day. The hospital
was profitable.
• Essential roof repairs completed in 3-4
months
• Further improvements were made as
time went on
• Rebuild was better than before
41. ANALYSIS
• Multiple service system
• Ongoing service delivery, not short lived
• Helped mature a low maturity organization
• Kanban applied here is excellent but not different than a typical Kanban system
• Due to the urgency of the situation, there are more aggressive
policy changes than is typical, as suggested by the coach (Marcus).
Roles and responsibilities were especially affected.
• Data is also used throughout as a feedback mechanism
42. ANALYSIS• .
WHEN RISK IS HIGH,
MORE MANAGED CHANGE
AND MORE DATA MONITORING
IS USEFUL
44. DISTRIBUTION OF FUNDS: 2011 NZ EARTHQUAKE
Doing (2 per person) Done To Do
Delivery
Replenishment
Must be possible to
complete each work
item in 2 days or less
(SLA)
Daily 1-hour
replenishment
meeting
2 releases per day
PB
DEMN
WIP limit: 2 work
items in progress
per person
PBDEMN
Per person WIP limits
CLEAR FLOW
45. DISTRIBUTION OF FUNDS: 2011 NZ EARTHQUAKE
Doing (2 per person) Done To Do
Delivery
Replenishment
PB
DEMN
PBDEMN
Frequent
delivery
CLEAR FLOW
One class of service
Decisions
upstream
Frequent
replenishment
Opportunity
for change
46. ANALYSIS
• Single service system
• Critical cost of delay
• Short-lived system (service)
GREAT IMBALANCE + URGENCY
NEEDS TIGHTLY MANAGED FLOW
47. 1. RISK MANAGEMENT
What is at risk?
• Work is delivered late
• Work is not delivered at all
• Wrong work is delivered
• Workers and/or Customers are dissatisfied
48. 1. RISK MANAGEMENT
Steps taken to reduce risk:
• Low variation – limited scope (SLA), single (familiar) work item
type
• Workers are “protected” from planning and other such activities
• Close monitoring and facilitation of each work item
• Tightly defined and enforced policies
49. 2. AGILITY FOR FAST CHANGING
CONDITIONS
• Daily opportunity to review and adjust
• Meetings with stakeholders are longer and more frequent BUT
structured and limited attendance
50. 3. FEEDBACK LOOPS
• Performance is monitored and made visible to manage expectations of
capacity
• Daily meetings
• Data tracking
• Frequent customer interaction – are the current activities effective?
• Strong visibility and measurement make up for the lack of slow
experimentation
51. GREATER IMBALANCE + URGENCY
NEEDS TIGHTLY MANAGED FLOW
FLOW
• Hands-on facilitation: SRM upstream options, SDM
downstream flow
• Explicit upstream replenishment process and policies
• Constrained scope (low SLA)
• ConstrainedWIP limits
FEEDBACK LOOPS
• More frequent feedback loops: ie., daily meetings
• More frequent and accurate data review
• More frequent replenishment and delivery activities
• More frequent adjustment of policies
Customer
Demand
Capability
to Deliver
53. KANBAN IN A DISASTER SCENARIO
MANAGE RISK SUPPORT AGILITY COMMUNICATION
(FEEDBACK LOOPS)
More hands-on policy changes
Clear roles, authority, activities
Less emergent/evolutionary *
Reduce variation
Protect bottleneck workers
Monitor work items
* Once the situation is stable,
you can experiment again
Build in opportunities for change
Identify elements of system to
change
Consider internal and external
Collect data
Lots of visibility
Get customer feedback often
Increase meetings and reviews
Structure and limit meetings
54. LESSONS FOR DISASTER SCENARIOS
Smooth
out and
facilitate
flow –
reduce
variation
When risk is
higher,
communication
is more
important
Visibility is more
important for
trust, alignment,
and performance
Data, work
status, policies,
conversations,
…
Mandate
changes
but then
measure
Build
change
options into
the system
56. BUSINESS CONTINUITY
WORKPLACE DISASTER RISK MANAGEMENT
“Business continuity is the ability of an organization to maintain essential functions during, as well
as after, a disaster has occurred.” – TechTarget, Search Disaster Recovery
In a disaster scenario, you will need to increase feedback loops and
agility. You may have to change policies.
57. BUSINESS CONTINUITY
WORKPLACE DISASTER RISK MANAGEMENT
STANDARD SOLUTIONS
• Cloud
• Co-location
• Cross training
• Monitoring
• etc
KANBAN SYSTEM
– What is your emergency plan?
• Alternate policies
• Data, other visibility, needed to recover faster
• Will services change?
• Will dependencies change?
• Other disruptions to flow?
• Should decision authority change?
58. RESOURCES
• Russell Healy – Using Kanban in earthquake recovery
– https://medium.com/@lki_dja/a-kanban-disaster-story-d30051450c1d
• Marcus Hammarberg – How Kanban Saved a Hospital in Indonesia
– https://youtu.be/nEKuY9P53Q4
• Understanding the statistics of a “100 year flood” (handout)
– https://pubs.usgs.gov/gip/106/pdf/100-year-flood-handout-042610.pdf
• Definitions of terms for disasters and emergencies
– http://apps.who.int/disasters/repo/7656.pdf
• Red Cross and Red CrescentVulnerability and Capacity Assessment (VCA)
– https://youtu.be/wS719VN-HfU http://www.ifrc.org/vca
60. C A N K A N B A N H E L P
D I S A S T E R
M A N A G E M E N T
A G E N C I E S O V E R A L L ?
61. COMMON ISSUES WITH AGENCIES
Low maturity –
poorly defined and
implemented process
Struggle to
make decisions
Poor visibility
Coordination issues
within and between
agencies
Work is happening
but goal
isn’t closer
Lack of trust
62. KANBAN FOR AGENCIES
Manage incoming requests (options, class of service)
Transparency of work in progress, upcoming and finished
Focus on feedback loops (data and communication):
Improved coordination between agencies or departments
Ability to adjust quickly as conditions change without disruption
65. CAPACITY DEVELOPMENT BEFORE A
DISASTER
Disaster Risk Management (DRM)
Using administrative directives, organizations, and operational skills and capacities to implement strategies,
policies and improved coping capacities in order to lessen the adverse impacts of hazards and the
possibility of disaster.
Disaster Risk Reduction (DRR)
Analyze and manage the causal factors of disasters, including through reduced exposure to hazards,
lessened vulnerability of people and property, wise management of land and the environment, and improved
preparedness for adverse events.
68. TYPES OF VARIATION
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Expected or unsurprising
Inside of typical system parameters.
“The noise within the system”
Unexpected and unpredictable
Possible but outside of system control
Improve
processes;
change system
design.
Take specific
actions to
mitigate risk
Common Cause
(“Chance Cause”)
Special Cause
(“Assignable Cause”)
71. KANBAN CADENCES Are we
fulfilling our
goals?What
dependencies
are coming
up?
What is de-railing
us?What
problems do we
expect?
What are
our goals?
How should
we approach
this?
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