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Lean Kanban India 2015 | The Art of limiting WIP | Masa K Maeda
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Lean Kanban India 2015 | The Art of limiting WIP | Masa K Maeda
1.
LeanKanban India 2015 The Art
of Limiting WIP Masa K. Maeda CEO, Valueinnova LLC USA @masakmaeda masa@valueinnova.com
2.
LeanKanban India 2015©Masa K
Maeda
3.
4.
LeanKanban India 2015©Masa K
Maeda The entire value chain
5.
LeanKanban India 2015©Masa K
Maeda
6.
LeanKanban India 2015©Masa K
Maeda 0 1 2 3 4 5 6 7 8 9 10 WIP 1 2 3 4 5 6 7 Stress WIP limits prevent bottlenecks from forming by matching the team’s capacity . Limiting WIP must consider the Human Aspect. It isn’t only about flow but also about sustainability. Large WIP generates a lot of stress and so does very small WIP. Find the range that is right for your system.
7.
LeanKanban India 2015©Masa K
Maeda M u l t i t a s k i n g Because you have the power to be in control
8.
LeanKanban India 2015©Masa K
Maeda M u l t i t a s k i n g The art of never being in control
9.
LeanKanban India 2015©Masa K
Maeda Multitasking intensive is Time !
10.
11.
LeanKanban India 2015©Masa K
Maeda Ready 6 Design 2 Development 3 Testing 4 UAT 3 Deployment doing done doing done doing done doing done Expedite +1
12.
LeanKanban India 2015©Masa K
Maeda Ready 6 Design 2 Development 3 Testing 4 UAT 3 Deployment doing done doing done doing done doing done Expedite 1
13.
LeanKanban India 2015©Masa K
Maeda ๏ Increased cycle time ๏ Increased lead time ๏ More defects ๏ Customer dissatisfaction ๏ Rework ๏ Slow market penetration ๏ Management overhead ๏ Difficulty identifying improvement opportunities ๏ Knowledge degradation (knowledge and info are perishable) Some results from not limiting WIP
14.
LeanKanban India 2015©Masa K
Maeda Some benefits of limiting WIP • Focus on correct decisions • Task completion • Quality. • Reduce multitasking and task switching • Avoid distraction • Achieve regular flow to predict delivery • Measure the real amount of tasks that can be done at a given time • Receive feedback to limit waste due to rework and incorrect assumptions • Enable a pull model • Encourage a Done culture • Make blockers and bottlenecks visible • Point areas of chronic idleness or overload • Makes inefficiencies in the system visible
15.
LeanKanban India 2015©Masa K
Maeda How to determine WIP limits There’s no magic formula Don’t make WIP = number of people. If your WIP at some place is the same as the number of people coincidentally and the actual reason is the result of analysis then ok Consider the stress curve and the U-curve optimization Consider having an upper WIP limit and a lower WIP limit As your system improves so should your WIPs, as your WIPs improve so will your system By changing the WIP you change the system and therefore its behavior. Don’t change WIPs too frequently or you won’t be able to let the system stabilize and understand its behavior
16.
LeanKanban India 2015©Masa K
Maeda • WIP limits are raised as needed so the team doesn't hit them anymore • Everyone has a large "background task” • Team members sit idle waiting for more work to pull in • No swarming on bottlenecks. • Throwing more person hours at persistent bottlenecks Anti-patterns
17.
©Valueinnova LLC, All
rights reserved Communication improvement Here’s some of the improvements our customers have achieved 0 2 4 6 8 10 Before Month 1 Month 2 Month 3 Builder Co. Designer Co. End Users Requirements generation (days) 0 2 4 6 8 10 12 14 16 Before Month 1 Defect generation ratio 0 2 4 6 8 10 12 14 16 18 20 Before Month 2
18.
©Valueinnova LLC, All
rights reserved Work hrs/week 0 8 16 24 32 40 48 56 64 72 80 Before Month 1 0 2 4 6 8 10 Before After Based on the GNH Projects in danger 0 9 18 27 36 45 Initially Month 2.5 Employee Happiness
19.
LeanKanban India 2015©Masa K
Maeda masa@valueinnova.com @masakmaeda
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