LLKD16 Improvement Kanban
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This document introduces Improvement Kanban, a method for organizational change. It uses Kanban principles to understand and manage different types of change, including planned, retrospective, evolutionary, and directed change. Constraints like work-in-progress limits are used to shape the change landscape and enable incremental improvement. Both planned and retrospective change elements are integrated through a reflective learning process. The goal is to cultivate continuous improvement habits using principles from Lean, systems thinking, and complexity theory.
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LLKD16 Improvement Kanban
- 1. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 1 LONDON APRIL 2016 london Lean kanban day 2016 Improvement KANBAN
- 2. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 2 A method for change Kanban What you see: FLOW What you don’t see: CHANGE
- 3. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 3 CHANGE: kanban for change FLOW: kanban for work Improvement Kanban Agree urgency Negotiate change Verify performan ce Validate adoption Ready to commit Elaborat e ReadyDevelop & Test
- 4. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 4 Ambiguity, misconception and polarization Evolutionary Planned Kaizen KaikakuContinuous Discontinuous Idealistic (true north) BigSmall Hypothesis- driven
- 5. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 5 To understand the nature of change Using constraints Convex change Concave change Evolutionary change Directed change Retrospectiv e change Planned change Enabling constraints Governing constraints Over- constraining Un- constraining
- 6. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 6 Fitness for purpose* Delivery time Quality Predictability … Search space* Iteration length Ratio developers-testers Co-located-Distributed Specialists-Generalists Estimation …. To understand the effect of change Using fitness landscapes Hill-climbing* *Representative examples
- 7. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 7 Opposite ends that meet Planned and retrospective change Action After Action Review Set standard
- 8. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 8 By separating the thinking from the doing the system of work becomes over-constrained Planned change After Action Review what needs to be done how it has to be done by whom in what timing Set standard Action
- 9. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 9 Example – Ford’s Flow productionDeliver the highest possible quality at the lowest possible cost Flow production based on division of labor, interchangeable parts and standard work Planned change – thinking largely separated from doing Cost/Benefit, Return on investment (ROI)
- 10. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 10 Unconstraining Retrospective change Action Set standard Things to keep Things to improve What have we learned What still puzzles us After Action Review
- 11. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 11 Reflective observationThe OODA loop orient decide act observe Unfolding events Implicit guidance Implicit guidance Habits, experiences and dispositions Rational choice
- 12. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 12 jumps and exploratory walks in the landscape Planned and retrospective change Fitness for purpose Jumps have a big effect but it is like teleportation: it is hard to know upfront what the landscape will look like. Jumps
- 13. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 13 Concave changeCapped expected gain success Expected pain Expected gain
- 14. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 14 CONVEX changeSmall changes accumulate into *big* outcomes success Expected pain Expected gain
- 15. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 15 Active experimentationThe pdca loop do check adjust plan We believe that <doing this> Will achieve <this outcome> Hypothesis Experiment Results Learning Model
- 16. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 16 Example – Toyota’s continuous flowDeliver what the customer wants when the customer wants it Continuous flow integrating people in teams and integrating value adding steps in value streams A cultivated habit of change based on active experimentation (PDCA) True north – e.g. one-piece flow, zero defects
- 17. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 17 Align on direction give autonomy to execution Directed change New target Ideal future statenow “How” is discovered “Why” and “What” are defined
- 18. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 18 Governing constraint Biasing decisions with true north Resourceefficiency Flow efficiency High High Low Low True north
- 19. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 19 The Kanban Method Evolutionary change Start where you are now STEP #1 Implement a safe-to-fail change STEP #2 Evaluate fitness against fitness- for-purpose criteria if positive reinforce if negative roll back STEP #3
- 20. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 20 Enabling constraints Work-in-progress limits Ideas Ready for Dev Development Testing Ready for UAT Done ongoing done 5 ∞ Abandoned 5 3 WIP limits are enabling constraints. Work-In-Progress (WIP) limits enable novel collaborative behavior.
- 21. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 21 Enabling constraintsprepare the fitness landscape for hill-climbing Unstable flow needs to be stabilized first Stable flow allows hill-climbing Enabling constraint Chaotic landscape Hill-climbing
- 22. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 22 Constraints mark the transitions Cycle of Change Convex change Concave change Evolutionary change Directed change Retrospectiv e change Planned change Enabling constraints Governing constraints Over- constraining Un- constraining
- 23. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 23 Change change Fitness for purpose Jump Hill-climbing Shift Towards A more ecological approach
- 24. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 24 both A polarity to manage + Alignment + Synergies + Governance - Conformance - Cargo cult - Disengagement - Resistance to change + Fitness-for-purpose + Engagement + Learning - Isolation - Not Invented Here - Drift
- 25. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 25 Learning Reflective observation Active experimentation ORIENT DECIDEACTOBSERVE Implicit guidance DOCHECK ADJUST PLAN Feedback Unfolding events Model
- 26. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 26 DoingExploring and implementing practices Inbound Outbound Create options for change Committing to change
- 27. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 27 Kanban for learningReflective observation + Active experimentation Decision making (OODA) Hypothesis Learning (PDCA) ObserveOrient Abandon Decid e Act Plan Do Chec k Adjust Observation s 5 4 655 6 88 Hypothesis AbandonExperiments
- 28. © Patrick Steyaert, 2016 IMPROVEMENT KANBAN 28 Kanban for doingExploring and implementing practices upstream inventory downstream suggestionEvaluationconsolidat ion Ready to impl ready Initiat e chan ge Guid e chan ge Validat e Adopti on Techniques Practices Procedures 5 4 65>7 >5 >38 Inventory Techniques Practices Procedures
- 29. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 29 Improvement Kanban Changing the way organizations change Use constraints to understand change Use Kanban for change Manage polarities Take a more ecological approach
- 30. IMPROVEMENT KANBAN© Patrick Steyaert, 2016 30 Thank you Stay in touch with us! twitter.com/@PatrickSteyaert patrick.steyaert@okaloa.com