LKCE18 Klaus Leopold - Einführung in Kanban

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This document summarizes a presentation on introducing Kanban. It discusses Kanban principles like visualizing workflow, establishing work in process limits, establishing fast feedback loops, and using an evolutionary approach to continuous improvement. The presentation emphasizes that Kanban is not just for individual teams, but should be applied at multiple "flight levels" including operational, end-to-end coordination, and strategic portfolio management levels.

Leadership & Management

Einführung in Kanban
5. November 2018, Lean Kanban Central Europe, Hamburg, DE
Dr. Klaus Leopold
web: www.LEANability.com
mail: klaus.leopold@LEANability.com 
twitter: @klausleopold
Neues Buch!

values
agendas
workflowmapping
policies
refinement
compliance
flow
flowmetrics
little’s
law
cumulative
flowdiagramcontrolchart
inspect&adaptpractices
kaizen
classesofservice
batchsize
control
pullsignal
bottleneck
visibility
processconstraint
exploitation
startwith
whatyou
donow
kanbanlense
statiklimitwip
manage
flow servicedelivery
reviewkanbanmeeting
strategy
review
operationsreview
evolutionary
change
leadershipat
alllevels
respectrolesand
responsibilities

The essence of kanban
values
agendas
workflowmapping
policies refinemen
compliance
flowflowmetrics
little’s
law
cumulative
flowdiagramcontrolchartinspect&adaptpractices
kaizen
classesofservicebatchsize
control
pullsignal
bottleneck
visibility processconstraint
exploitation
rtwith
hatyou
onow
kanbanlens
statiklimitwip
manage
flow
servicedeliv
review
kanbanmeeting
strategy
review
operationsreview
evolutionary
change
leadershipat
alllevels
respectrolesand
responsibilities

@klausleopold www.LEANability.com
visualizework
andworkfloW
The essence of kanban

@klausleopold www.LEANability.com
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OPTIONS

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- reduce cycle time & time to market
- reduce switching overhead
- reduce cost of delay
- reduce delivery risk
- increase predictability
- …
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WIP limit = 3
@klausleopold www.LEANability.com

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Little’s Law

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Process(WIP)
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andworkfloW
The essence of kanban
establishfast
feedbackloops

@klausleopold www.LEANability.com
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Process(WIP)
visualizework
andworkfloW
The essence of kanban
establishfast
feedbackloops
operateand
improve

@klausleopold www.LEANability.com
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team 1
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team 2
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team 1
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…
develop test DONEanalyze
team 1
develop review DONEprepare
team 2
realize review DONEsprint bl
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@klausleopold www.LEANability.com
deliver DONErealizeconcept
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FLIGHtlevels
@klausleopold www.LEANability.com@klausleopold www.LEANability.com

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flow 2
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team 1
develop review DONEprepare
team 2
realize review DONEsprint bl
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Agilität neu denken
Warum agile Teams nichts mit Business-Agilität zu tun haben
-20% mit Coupon
LKCE18
www.agilitaet-neu-denken.com

Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.

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At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.

LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...

Lean Kanban Central Europe

Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss. Und dabei ist man doch soooo agil! < /br> Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.

LKCE19 - Thomas Epping - Kanban auf leisen Sohlen

Lean Kanban Central Europe

Das zweite Veränderungsprinzip von Kanban ('Vereinbare evolutionäre Prozessverbesserungen') mag den Eindruck erwecken, dass ein Mandat für eine Kanban-Initiative - sobald einmal vereinbart - verlässlich und stabil ist. Dieser Vortrag beleuchtet Situationen, in denen diese Annahme nicht gilt. Solche Situationen können unter anderem dann entstehen, wenn ein Mandat unwissentlich auf einer Illusion von Verständnis (etwa durch gemeinsam verwendete und verschieden interpretierte Vokabeln) beruht hat und diese Illusion im Laufe der Zeit offensichtlich wird. Der Vortrag nennt mögliche Konsequenzen und betont die Notwendigkeit einer ständigen und gleichzeitig ethisch begründeten Suche nach einem immer wieder neuen Mandat für Kanban. Er beschreibt den Umgang mit solchen Situationen aus der Erfahrungswelt des Vortragenden; eine Vielzahl von Anekdoten illustriert dabei mögliche Symptome eines fehlenden Mandats, ethische Spannungsfelder und auf leisen Sohlen wiederentdeckte Mandate in der Praxis.

LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...

Lean Kanban Central Europe

LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...

Lean Kanban Central Europe

LKCE19 - Maren Baermann - Agile Motivation – the Human Side of Kanban

Lean Kanban Central Europe

Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation. This type is called autonomous motivation(AM).It’ s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn’ t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I’ ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they’ re mishandled, though, highly motivated teams can turn into passive groups of people who don’ t mind producing waste.

LKCE19 - David J. Anderson - Why We Need KMM

Lean Kanban Central Europe

The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.

LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...

Lean Kanban Central Europe

In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to: * reduce the number of critical incidents by 50 % every year * reduce the cost for centralised quality assurance by 60 % * reduce the amount of central leadership positions to 5 % 'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland. This is an experience report of our continuous transformation.

LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story

Lean Kanban Central Europe

Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!

LKCE19 - Boris Karl Schlein - Two Epics per Week?!

Lean Kanban Central Europe

Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.

LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...

Lean Kanban Central Europe

Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.

LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...

Lean Kanban Central Europe

Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.

LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose

Lean Kanban Central Europe

LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...

Lean Kanban Central Europe

Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong? The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks. This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.

LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...

Lean Kanban Central Europe

LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...

Lean Kanban Central Europe

Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.

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一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证

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毕业原版【微信:41543339】【杜克大学毕业证(Duke毕业证)】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】【业务选择办理准则】一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才留信网服务项目： 1、留学生专业人才库服务（留信分析） 2、国（境）学习人员提供就业推荐信服务 3、留学人员区块链存储服务 → 【关于价格问题（保证一手价格）】我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子我给客户的都是第一手的代理价格，因为我想坦诚对待大家不想跟大家在价格方面浪费时间对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！

原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样

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学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样

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学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。本公司拥有海外各大学样板无数，能完美还原。 1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700 【主营项目】一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！二.真实使馆公证(即留学回国人员证明,不成功不收费) 三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度) 如果您处于以下几种情况： ◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】 ◇面对父母的压力，希望尽快拿到； ◇不清楚认证流程以及材料该如何准备； ◇回国时间很长，忘记办理； ◇回国马上就要找工作，办给用人单位看； ◇企事业单位必须要求办理的 ◇需要报考公务员、购买免税车、落转户口 ◇申请留学生创业基金留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才

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一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证

原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样

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LKCE18 Klaus Leopold - Einführung in Kanban

1. Einführung in Kanban 5. November 2018, Lean Kanban Central Europe, Hamburg, DE Dr. Klaus Leopold web: www.LEANability.com mail: klaus.leopold@LEANability.com  twitter: @klausleopold Neues Buch!

2. values agendas workflowmapping policies refinement compliance flow flowmetrics little’s law cumulative flowdiagramcontrolchart inspect&adaptpractices kaizen classesofservice batchsize control pullsignal bottleneck visibility processconstraint exploitation startwith whatyou donow kanbanlense statiklimitwip manage flow servicedelivery reviewkanbanmeeting strategy review operationsreview evolutionary change leadershipat alllevels respectrolesand responsibilities

3. The essence of kanban values agendas workflowmapping policies refinemen compliance flowflowmetrics little’s law cumulative flowdiagramcontrolchartinspect&adaptpractices kaizen classesofservicebatchsize control pullsignal bottleneck visibility processconstraint exploitation rtwith hatyou onow kanbanlens statiklimitwip manage flow servicedeliv review kanbanmeeting strategy review operationsreview evolutionary change leadershipat alllevels respectrolesand responsibilities

4. @klausleopold www.LEANability.com visualizework andworkfloW The essence of kanban

5. @klausleopold www.LEANability.com KAMISHIBAI http://bit.ly/lba-e018

6. @klausleopold www.LEANability.com http://bit.ly/lba-e011 http://bit.ly/lba-e014

7. @klausleopold www.LEANability.com http://bit.ly/lba-e023

8. @klausleopold www.LEANability.com http://bit.ly/lba-e003

9. @klausleopold www.LEANability.com http://bit.ly/lba-e026

10. @klausleopold www.LEANability.com limitWorkIn Process(WIP) visualizework andworkfloW The essence of kanban

11. @klausleopold www.LEANability.com A B C OPTIONS DONE IN PROG. DONE IN PROG. DONE NEXT limit the committed part of the board

12. @klausleopold www.LEANability.comwww.LEANability.com@klausleopold www.LEANability.com@klausleopold

13. @klausleopold www.LEANability.com NEXT A B C DONE DOING DOING INACTIVE  WORK l ll DOING ACTIVE WORK

14. @klausleopold www.LEANability.com NEXT A B C DONE DOING DOING INACTIVE  WORK l ll DOING ACTIVE WORK OPTIONS What's the benefit?

15. @klausleopold www.LEANability.com A B C 5 weeks OPTIONS

16. @klausleopold www.LEANability.com A B C 5 10 15 OPTIONS WIP limit = 1

17. @klausleopold www.LEANability.com WIP limit = 1 15 13 14 15 A B C 5 10 A B C A AB BC C OPTIONS WIP limit = 3

18. @klausleopold www.LEANability.com 155 10 A B C 18 22 24 A AB BC C Work In Process limits - reduce cycle time & time to market - reduce switching overhead - reduce cost of delay - reduce delivery risk - increase predictability - … WIP limit = 1 WIP limit = 3 @klausleopold www.LEANability.com

19. This is high resource utilization! @klausleopold www.LEANability.com

20. @klausleopold www.LEANability.com Ø cycle time = Ø WIP Ø throughput Little’s Law

21. @klausleopold www.LEANability.com limitWorkIn Process(WIP) visualizework andworkfloW The essence of kanban establishfast feedbackloops

22. @klausleopold www.LEANability.com

23. @klausleopold www.LEANability.com

24. @klausleopold www.LEANability.com limitWorkIn Process(WIP) visualizework andworkfloW The essence of kanban establishfast feedbackloops operateand improve

25. @klausleopold www.LEANability.com limitWorkIn Process(WIP) visualizework andworkfloW The essence of kanban establishfast feedbackloops operateand improve Evolutionary change

26. @klausleopold www.LEANability.com Level1:operational … develop test DONEanalyze team 1 develop review DONEprepare team 2 realize review DONEsprint bl team N @klausleopold www.LEANability.com FLIGHtlevels

27. Level1:operational Level2:end-2-endcoordination … develop test DONEanalyze team 1 develop review DONEprepare team 2 realize review DONEsprint bl team N @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com

28. flow 1 flow 2 flow N Level1:operational Level2:end-2-endcoordination … develop test DONEanalyze team 1 develop review DONEprepare team 2 realize review DONEsprint bl team N @klausleopold www.LEANability.com deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com

29. flow 1 flow 2 flow N Level1:operational … develop test DONEanalyze team 1 develop review DONEprepare team 2 realize review DONEsprint bl team N @klausleopold deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept consolidate realize learnexperiment Level3:strategicportfolio Level2:end-2-endcoordination www.LEANability.com FLIGHtlevels @klausleopold www.LEANability.com@klausleopold www.LEANability.com

30. consolidate realize learnexperiment develop test DONEanalyze realize review DONEprepare realize review DONEsprint bl flow 1 flow 2 flow N Level1:operational Level3:strategicportfolio … team 1 team 2 team N organization 1 @klausleopold DELIVER COORDINATE consolidate realize learnexperiment PRIORITIZE deliver DONErealizeconcept deliver DONErealizeconcept deliver DONErealizeconcept organization N … Level2:end-2-endcoordination www.LEANability.com@klausleopold www.LEANability.com FLIGHtlevels

31. @klausleopold www.LEANability.com w h a t y o u c a n T A K E A W A Y Visualizationhelpsto managedysfunctionality, Kanbansystemrepresentthe lateststateofmisunderstanding WIPlimitsaretheengineof improvement www.LEANability.com Kanbanshouldbeusedon allFlightLevels

32. Agilität neu denken Warum agile Teams nichts mit Business-Agilität zu tun haben -20% mit Coupon LKCE18 www.agilitaet-neu-denken.com

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