Session Title : Lean-Kanban Assessment and Implementation for an Insurance client Session Overview : An Insurance Client has been maturing with scaled agile practices and has been shifting the focus to adopt Safe 4.0 practices to align with Industry trends to improve the overall Value and predictability. The line of business wanted speed, predictability and transformation. The IT department of insurance client wanted continuous delivery, value, continual improvement. The IT Development team wanted mutual respect, cross-functional learning, and ownership. The primary outcome of this paper is to showcase the assessment and the implementation initiatives taken in the IT Process to address the above mentioned problems of the Insurance client in the IT Organization.

1. Lean Kanban Assessment and
Implementation
N Nandakumar
16-september-2017

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Agenda
 Abstract
 Lean-Kanban Assessment Description
 Assessment Results
 Implementation Roadmap
 Conclusion
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Abstract
A client had been maturing with scaled agile practices and has been shifting
the focus to adopt Safe 4.0 practices to align with Industry trends to
improve the overall Value. The LOB wanted SPEED, PREDICTABILITY and
CONSISTENCY. The IT department of company wanted CONTINUOUS
DELIVERY, BUDGET ADHERENCE, CONTINUAL IMPROVEMENT. The IT
Development team wanted MUTUAL RESPECT, SME ENABLEMENT, AND
OWNERSHIP. The primary outcome of this paper is to showcase the
assessment and the implementation initiatives taken in the IT Process to
address the above mentioned problems of the company in the IT
Organization.
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Problem Statement
SaFe is Implemented to support a business process…
“in implementation Significant disconnect exists between SaFe Practices, Lean
and Kanban Practices”
But still I am unable to
meet release dates,
budgets, continual
improvements ?
All members are trained in
SaFe I personally
checked…
Didn’t we implement
SaFe in the correct
way?
04
In designing the assessment we have referenced the concepts from
1. Deming QFD approach
2. Juran Quality by design model
3. Lean and Kanban Principles of TPS, David Anderson
Customers are raising
red flags?

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Voice of Customer
Speed Predictability Consistency
Continuous Delivery Budget Adherence Continual Improvement
Mutual Respect SME Enablement Ownership
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VOC Mapping across Portfolio, Program and Team Levels
VALUE
Customer
Wants
Service
Requirements
Speed
Predictability
Consistency
Process
Controls
Conformance to Schedule
What features go into what
releases?
Financial Budgets
Optimize and Transform
1
2
1
1
06
BUSINESS

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Assessment Kickoff
SAFe
KanbanAssessment
Scope
Mindset & Behavior
Interviews
Gap Identification through Reviews on 3 fronts
Diagnostics
Methodology Day in a Life of
Operator(DILO)
Metrics & KPIsLean Practices
Value Streams & Flow
Analysis
Industry Standards and
Benchmarking
Solution
Lean
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Listen For’s
Strength’s
Opportunities
Observe
Look For’s
Team
practices
Process
reviews
Study Consolidation of findings
Gemba Walk
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Gemba Walk Summary
Standardized : Process is Standardized with documentation with respect to Standards and Safe principles
Partial( >50%) : Process is defined but not standardized and partial documentation
Partial (<50%) : Process is available,notdefined, standardized or documented
 Agile Ceremonies
 Tool usage- Rally
etc…
 Metrics tracking
and Usage
 Team Enablement
Standards
Availability
Usage
1
• GEMBA
• Go to the Spot
2
• GEMBUTSU
• Examine the Object
3
• GENJITSU
• Check facts and figures
4
• GENRI
• Refer to the Theory
5
• GENSOKU
• Follow Operation standards
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Lean Practices Analysis
Integerated Value Management
Kanban Standardization
Kaizen and Quality Cirlce
Metrics Management
Proactive Problem management
Outcome predictability
Visual Factory
LEAN
Mapping Value
Streams
Kaizen and
Quality Circle
Kanban
TIMWOORI
Mapping
Predictive
Insights and Pattern
recognition
Process
Improvements
VALUE
FLOW
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Key Processes/Activities
Transport
(Hand-offs)
Inventory
(Partially Done
Work)
Motion
(Task
Switching)
Waiting
(Delay)
Overproduc
tion
(Extra
Features)
Over
processing
(Re-learning)
Rework
(Defects)
Intellect
Sprint Planning Gap 6 Gap 6
Grooming and Story point sizing for
conversion to ready
Applicable Applicable
Acceptance Test Driven Development Gap 32
Coding practices and Test Design/Build
Verification Test
Gap 39 Gap 39 Gap 39 Gap 39
Implementation and Value attachment Gap 4 Gap 4
Sprint Demo and Retrospection Gap 17 Gap 20 Gap 20
Learning and Defect tracking (all blockers) Gap 9 Gap 9 Gap 9 Gap 9
Metrics and Reporting Gap 2 Gap 2
Rally usage/configuration and ekanban usage Gap 36 Gap 36 Gap 36
Team structure, openness respect and people
synergy
Gap 34,35 Gap 34,35
Contractual tracking for customer Gap 10 Gap 10 Gap 10
TIMWOORI mapping Summary
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Key Processes/Activities
Transport
(Hand-offs)
Inventory
(Partially
Done Work)
Motion
(Task
Switching)
Waiting
(Delay)
Overproduc
tion
(Extra
Features)
Overprocessi
ng
(Re-learning)
Rework
(Defects)
Intellect
Meetings and Communication events and
clarifications for impediments
Gap 34 Gap 38
Grooming Applicable Applicable Applicable
Kaizen attachment in kanban Gap 11,16 Gap 11,16 Gap 11,16,29
Data collection and Metrics Gap 8,9,10 Gap 22
Code coverage and review Gap 18 Gap 18 Gap 18 Gap 18
Build management, CI & Devops Gap 33
Non Scrum Activities in Sprint
Applicable Applicable Applicable Applicable
Defect logging tracking, reportingand
blocker management
Gap 29 Gap 29,13 Gap 26
Agile board and review of right metrics Gap
36,4,21,14
Gap 36,4,21 Gap 31 Gap 36,4,21
TIMWOORI mapping summary Ctd…
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Kanban Analysis
KANBAN
*Source : “Essential Kanban Condensed “ David J Anderson & Andy
Carmichael
PRINCIPLES
PRACTICES
Source : “James P. Womack and Daniel T. Jones”
VALUE
STREAM
FLOW
PULL
PERFECTION
VALUE
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Areas of Applicability
Virtual
(E-Kanban)
Limit WIP
Continuous
Flow
Pull Self Directing Visual Signal Kaizen Attached
Release Planning Existing Partially Existing Existing Existing Existing Existing Existing
Sprint Planning and Different Views
Partially Existing
(Gap21,14)
Partially Existing
(Gap 19)
Existing Existing Existing
Not Existing
(Gap 13)
Existing
Story Backlog
Partially Existing
(Gap 19)
Existing Existing
Story Sizing and readiness Existing Existing
Impediments Tracking Existing
Not Existing
(Gap 13)
Existing Existing
Partially Existing
(Gap 13,16)
Not Existing
(Gap 16)
Existing
Task planning and Pull Existing
Not Existing
(Gap 30)
Not Existing
(Gap 30)
Partially Existing
(Gap 30)
Existing
Partially Existing
(Gap 30)
Existing
Defect Management, RCA and Proactive problem
management
Partially Existing
(Gap 13)
Not Existing
(Gap 16)
Existing
Burn down and Velocity Metrics Existing Existing
Not Existing
(Gap 40)
Not Existing
(Gap 40)
Proactive Kaizen Initiation through catch ball
Not Existing
(Gap 16)
Not Existing
(Gap 13)
Andon Enablement
Not Existing
(Gap 24)
Not Existing
(Gap 24)
Not Existing
(Gap 24)
Group and classification of Blockers for pattern
recognition
Not Existing
(Gap 25)
Not Existing
(Gap 25)
Not Existing
(Gap 25)
Internal SOP’s (Can we Remove) Existing Existing
Lessons learnt from Sprint Retrospection
Not Existing
(Gap 20)
Not Existing
(Gap 20)
Partially Existing
(Gap 20)
Program layer to Team layer View
Partially Existing
(Gap 3,21)
Partially Existing
(Gap 3,21)
Value Burn and Value attachment
Partially Existing
(Gap 4,5)
Partially Existing
(Gap 4,5)
Kanban Tool Assessment( Rally)
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Assessment Closure
SAFe
KanbanAssessment
Scope
Mindset & Behavior
Interviews
Gap Identification through Reviews on 3 fronts
Diagnostics
Methodology Day in a Life of
Operator(DILO)
Metrics & KPIsLean Practices
Value Streams & Flow
Analysis
Industry Standards and
Benchmarking
Solution
Lean
Hoshin Kanri Visual Factory Kaizen and Quality Circle
Continual Utilization and Improvement of Tools to the Fullest
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Kaizen
Recommendations
Safe
Value
BurnGemba
KaizenKanban
• Structuring Kaizen Process
• Kaizen Governance and Quality
Circle
• Kaizen Cross deployment and
Adoption
• Unified Defect Management Process
• Combined Team planning sessions
from EPIC to Features to story point
• Value Stream visibility and value
prioritization
• Andon enablement
• Value Burn for Value Streams at
Feature Level
• Quality Circle and Visual management
enablement
• Measuring the right Metrics and
alignment across all 3 layers
• Measuring COQ, Cost of Delays
• Knowledge Management and
Coaching
• Estimating cross skilling as a part of
Sprint Effort Burn
Gemba
Process Optimization
Value Management and Kanban
Outcome Management &
Predictability
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Recommendation Execution
Totally 20 Recommendation items were given for action
The action Items were prioritized based on ROI and Effort needed
The time line for Implementation were between 0 Days to 180 Days
Gemba
Walks
Lean
Reviews
Findings and
Validation on
Impact
Recommendations
and Prioritization
Quick Hits
Projects
Implementation
Wave 1 Projects
Implementation
Wave 2 Projects
Implementation
Wave 3 Projects
Implementation
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Thank You!!!