This document outlines the transformation of an organization from a traditional to a Lean/Kanban structure. It describes the existing siloed structure organized around products and services and the new structure organized around cross-functional areas. The LeanOps inception established cadences, goal setting, and metrics to track improvements. Challenges were addressed by applying Lean principles like eliminating waste, building quality in, and continuous improvement. Metrics showed reductions in release duration, downtime, and rework as well as improvements in quality, on-time delivery, and customer satisfaction.

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Lean And Kanban From The Trenches
Vijay Bandaru

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3. Who We Are & What Is Our Business?
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4. Why Transformation?
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5. EXISTING STRUCTURE
REVISED STRUCTURE
Structural Change
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6. Structural Change
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7. Product 2
Product 3
Product 1
Service 1
Service 2
FORWARD ENGINEERING
SUSTENANCE ENGINEERING
Production Engineering Team
Earlier Working Model
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8. Vision
Dev’s goal is to implement the features/
changes
Ops goal is to keep the site stable and fast
CONFUSION
Earlier Working Model (contd..)
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9. Product 2
Product 3
Product 1
Service 2
Service 1
SLA
Production Engineering Team
Vision
DEV,
QA,
PEG,
BCM,
DAG,
INFRA
LeanOps Inception
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10. Business
Representatives
Global DevOps
Backlog
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Chief
Product Owner
Area Backlog
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Area Backlog
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Area Backlog
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Area
Product Owner
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Fire Chief
Fire Chief
Fire Chief
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Scrum Master
Scrum Master
Scrum Master
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Area
Product Owner
Area
Product Owner
LeanOps Structure
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11. 4 WEEKS CADENCE
CADENCE
PLANNING
Discuss the Important Area for the cadence
Set the goals for the Cadence
No SLA Violation for P01/P04
All approved CRs must be deployed within one Business day
CR cycle time should not be more than 3 days
Define/Refine WIP Limits
On-demand Backlog Grooming
CADENCE
CLOSURE
Goal Oriented Approach
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12. Swim Lanes
Expedite
Incidents, Problems & Defects
Releases, Changes
Projects
Maintenance WIP Limits Cross Skilling Pair deployments Daily Stand up @ Board Automation Continuous Flow Track Impediments
Kanban Board
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13. Initial Challenges
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F
S
N
P

14. How Did We Address The Challenges?
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15. Eliminate Waste
Build Quality-in
Continuous
Improvement
Important Lean Principles
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16. Eliminate Waste
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17. Value Stream Mapping – An Example
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18. Build Quality- In
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19. Continuous Improvement
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20. Set the
Stage
Gather data
Generate insights
Decide what to do
Close retro
From VersionOne and Snow
What went well, What went wrong, Try New
Collect and prioritize action items
Cadence Closure & Retrospectives
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21. Incidents created per week
Incidents closed per week
CR Cycle Time
Incident distribution by SLA
Metrics - Efficiency
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Metrics – Effectiveness, Quality & Others
 Average Effort (for incidents based on category)
 % of On Time Delivery (met the SLA)
 % of First Time Right
 Value Add Time & Non Value Add Time
 % System Availability
 Customer Satisfaction
 Inflow Vs Outflow of Incidents
 Team Happiness Index

23. Best Practices Implemented
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24. Release duration is reduced from 2 months to 2 weeks
Reduced downtime from 8 hours to <2 hours
Improved quality
Reduced rework
Increased FTR
Enhanced Customer Satisfaction
Feature Teams
Achievements
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25. Achievements
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26. www.vijaybandaru.com
vkbandaru@yahoo.com
+91-9848032144
Thank you
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