This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Colors in Projects 2013 Bucharest - Kanban Briefly ExplainedDavid Anderson
The use of virtual kanban systems in creative knowledge work and the wider Kanban Method for successful evolutionary change in your technology business - briefly explained! From the Colors in Projects conference in Bucharest, Romania, March 2013
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Colors in Projects 2013 Bucharest - Kanban Briefly ExplainedDavid Anderson
The use of virtual kanban systems in creative knowledge work and the wider Kanban Method for successful evolutionary change in your technology business - briefly explained! From the Colors in Projects conference in Bucharest, Romania, March 2013
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Key Note - SEPG 2013 - Kanban and the End of MethodologyDavid Anderson
This presentation looks at Alistair Cockburn's claim that software development methodologies are losing mind share to adaptive frameworks of which he considers the Kanban Method to be one. It also introduces an analysis of Bruce Lee's journey developing his own style of Chinese martial arts training and compares it with the journey David J. Anderson has taken developing the Kanban Method
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
Key Note - Stop Starting, Start Finishing 2013 - Aligning Creative Work with ...David Anderson
Using qualitative risk assessment frameworks to understand business risk in demand for creative knowledge work, and assessing demand mix against system capability. Or "Why you may be doomed before you start!"
Key Note - Lean Kanban Central Europe 2011 - Predictability & Measurement wit...David Anderson
Which metrics do you use with Kanban? How do you plan and management large projects with Kanban? How has Kanban enabled the concept of "No Estimates" or the use of probabilistic forecasting?
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
Devlin 2013 Closing - Deep Kanban - Value all the way downDavid Anderson
Each of the 6 practices in the Kanban Method can be implemented with different degrees of rigor and depth. The deeper the implementation the more value that will be delivered for a creative or knowledge worker business
Swiftnlift Announces rising startups in Singapore , 2021Swiftnlift
IcePuffer is a new category of product. This is not an evaporative cooler fan that can be powered with USB and requires ice water to work. IcePuffer is the only product in the market today that can sustain a 7°C cooler breeze and uses less than 100W.
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
Continuous Delivery Will Make or Break Your ProductAdam Zolyak
Your product doesn't matter if you can't get it into the hands of your users. And once in their hands, it does't matter if you can't quickly detect and respond to feedback and usage patterns to realize the value of these opportunities. Product organizations need to be able to Continuously Deliver their product - shipping small valuable increments to users, gathering feedback, and iterating on opportunities.
In recent years, there have been many silver bullets to enable Continuous Delivery - practices such as Lean Startup, Agile, LeanUx, ChatOps, and DevOps have promised to help ship better products faster while responding more quickly to your users. And tools, frameworks, programming languages, containers, and microservices have promised to reduce the effort and complexity to do so. So do you really need all of these things? And how to they all fit together?
To be an effective Product Manager, it's essential to understand the role technical practices and tools to enable the Continuous Delivery of your product. As the keeper of value and priority, Product Managers often decide between product and technical investments. This session is for Product Managers and leadership who want to gain empathy and examples of why balancing product, process, and technical investments are essential to creating a great product that users love!
Shared through the perspective and stories of a Product Manager on the CA Agile Central release train, this session explores how technical practices and tools are essential to enabling Continuous Delivery - shipping value daily, tighten feedback cycles, and more quickly reacting to opportunities.
Sierra Manufacturing Introduction Presentation: Special Cutting Tools Fabrica...Andrew Michael Martin
Introduction to Sierra Manufacturing
Sierra Manufacturing is a privately held first and second generation family owned American run tooling solutions and manufacturing firm based in San Luis Potosi, Mexico since 1995. Our core competency is in the production of specialty cutting tools and the regrinding and re-manufacturing of the same. Serving the global marketplace, we deliver the highest quality cutting tools on time and competitively priced.
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Leadership Ethics and Change, Purpose to Impact Plan
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capability with Strategy
1. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Presents
Presenter
David J. Anderson
Stop Starting
Start Finishing
Stockholm
May 2014
Release 1.2
Making Better Decisions
understanding “fitness for purpose”,
matching capability to strategy & objectives
4. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Blizzard is the largest private sector
employer in the Pengau Alps region of
Salzburgerland, AustriaMittersil is a factory town with
over 400 people relying on the
factory either directly or
indirectly for employment
6. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
In 2007, Blizzard, effectively
bankrupt, faced closure from parent
company, Tecnica in ItalyToday Blizzard is the most
effective & efficient ski
manufacturer in the world!
7. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
What went wrong at Blizzard, a
proud & leading brand in alpine ski
equipment?And what enabled a remarkable
turnaround, from the brink of
extinction to a return to
innovation & profitability?
8. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Orders & Deliveries of Skis
2006 winter
skis delivered
to dealers
Timeline for manufacturing, delivery and order placement for ski
industry in northern hemisphere prior to 2007
timeNov Dec Jan
2006
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2007
Feb Mar Apr
Start
manufacturing
2007 skis
2007 winter
skis delivered
to dealers
Start
manufacturing
2008 skis
Orders
placed for
2007 winter
9. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
2006 was a warm winter and poor
snow conditions badly affected the ski
industry as people stayed home and
didn’t buy new equipment
Blizzard dealers were left holding
a lot of 2006 inventory that they
would hold & later discount
during the 2007 winter
10. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
2007 was also a warm winter as
climate change began to seriously
affect the Alps
Gun shy from 2 bad winters,
Blizzard dealers delayed
commitment on 2008 orders
until May after the ski season had
finished
11. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
In 2006 business risks appear to be low
2006 winter
skis delivered
to dealers
Changing climate conditions and its affect on ski dealers
dramatically shifts the risk profile of ski manufacturing
timeNov Dec Jan
2006
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2007
Feb Mar Apr
Start
manufacturing
2007 skis
2007 winter
skis delivered
to dealers
Start
manufacturing
2008 skis
Orders
placed for
2007 winter
12. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Previously lead time for delivery is 12 months
2006 winter
skis delivered
to dealers
Traditionally manufacturers have had a full year to make the skis
for the following winter
timeNov Dec Jan
2006
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2007
Feb Mar Apr
Start
manufacturing
2007 skis
2007 winter
skis delivered
to dealers
Start
manufacturing
2008 skis
Orders
placed for
2007 winter Lead Time
to manufacture
2007 deliveries
13. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
By 2007 the risk profile has changed dramatically
2006 winter
skis delivered
to dealers
Dealers still holding 2006 & 2007 inventory decide to wait until
the end of the 2007 season to place reduced orders for 2008
timeNov Dec Jan
2006
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2007
Feb Mar Apr
Start
manufacturing
2007 skis
2007 winter
skis delivered
to dealers
Start
manufacturing
2008 skis
Orders
placed for
2007 winter
Orders
placed for
2008 winter
Volume is low due
to over-stocking
of older models
The period of speculative
manufacturing grows from 2
months to 6 months
Time period of
building to
forecast rather
than against
customer orders
Blizzard fail to anticipate falling
demand and over-produce 2008 skis.
Bankruptcy is a serious possibility!
14. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Tecnica Group & Blizzard managers
turn to their business school education
and seek to cut costs by consolidation
& centralization
Centralizing all order processing
through Tecnica HQ adds 1
month to order times, increasing
speculative build-to-forecast. As a
result costs go up!
15. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Cutting costs will not make Blizzard
“fit for purpose” !!!
What is required to be “fit for
purpose” in a period of climate
change, is to defer manufacturing
until firm orders are placed!
Blizzard need to cut the lead time
to build skis!
16. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
By 2010 the market has a new equilibrium
2010 winter
skis delivered
to dealers
Traditionally manufacturers have had a full year to make the skis
for the following winter
timeNov Dec Jan
2010
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
2011
Feb Mar Apr
Start
manufacturing
2011 skis
2011 winter
skis delivered
to dealers
Start
manufacturing
2012 skis
Orders
placed for
2011 winter
Orders
placed for
2012 winter
Volume is low due
to over-stocking
of older models
Lead Time
to manufacture
2011 deliveries
Lead time to manufacture skis
to order is now 6 months. No
speculative build-to-forecast
To have a viable business Blizzard
need a capability to make skis twice
as fast as before!
17. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
In 2010 a Lean initiative was started
in the factory. This was followed later
with a Kanban initiative in IT and
Quality Assurance
Blizzard becomes the first Lean
ski manufacturer in the world!
CIO, Eric-Jan Kaak wins Austrian
CIO of the Year 2013
and is promoted within Tecnica
Group
19. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Blizzard initially made a bad decision
because they didn’t understand the
dynamics of their external
environment
Once they realized that only
manufacturing skis faster &
deferred commitment would
make them “fit for purpose” did
they focus improvement efforts
where they could be most
effective
Ski craftsmen are now “idle” for 6
months per year. They use this time
to improve the factory processes
21. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
What makes a pizza delivery service
“fit for purpose” ?
• Fitness criteria are metrics
that measure things
customers value when
selecting a service again &
again
• Delivery time
• Quality
• Predictability
• Safety (or conformance to
regulatory requirements)
22. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Meet Neeta - a project manager
• Neeta’s team are working
late (again)
• Neeta needs to feed them
with pizza
• What attributes do her team
care about in a pizza delivery
service?
• Delivery time =
approximately 1 hour
• Non-functional quality =
tasty & hot
• Functional quality (order accuracy) =
doesn’t matter if small mistakes are
made, geeks will eat any flavor of pizza
• Predictability =
+/- 30 minutes is acceptable
• Safety =
so long as health & safety in food
preparation is good, it’s fine
23. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Neeta is also a working mom!
• Neeta gets home late.
Her kids are really
hungry and even
though she shouldn’t
she decides to order
pizza for them
• What makes a pizza
delivery service
acceptable to her kids
age 4, 6, 9 & 11 years?
• Delivery time =
20 minutes
• Non-functional quality =
doesn’t matter too much, it’s pizza!!!
• Functional quality (order accuracy) =
it must be cheese pizza! No other flavor is
acceptable! (even if you take the pepperoni
off)
• Predictability =
+/- 5 minutes maximum!!!
• Safety =
only mommy worries about that stuff!
25. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
To be “fit for purpose” there is a
product component & a service
delivery component
We need to offer a selection of
different recipes which are tasty
& popular. However, we must
also deliver with speed &
predictability
26. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Modern creative & knowledge
worker businesses often obsess
with product definition & strategy
Operational excellence and service
delivery excellence are often
overlooked or treated as inferior
management skills
28. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Neeta has 2 identities –
Mother and Project Manager
Each of Neeta’s identities
represents a different market
segment for the pizza delivery
service
29. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
We need a different set of
thresholds for our fitness criteria
for each market segment
Our business needs the ability to
“sense” changing customer tastes.
As time goes by the criteria &
thresholds for a given market
segment may change
30. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Our pizza delivery service can be
“fitter for purpose”
by offering different classes of
service for each market segmentBut, do we have the capability to
deliver on customer expectations?
32. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Commitment Frequency
E
I
G
D
Replenishment
Discarded
I
Pull
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
The frequency of system
replenishment should reflect
arrival rate of new information
and the transaction &
coordination costs of holding a
meeting
Frequent replenishment &
commitment is more agile.
On-demand commitment is
most agile!
33. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Defining Kanban System Lead Time
E
I
G
D
Pull
System Lead Time
Discarded
I
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
The clock starts ticking when we
accept the customers order, not
when it is placed!
Until then customer orders are
merely available options
Kanban
system lead
time ends
when the
item reaches
the first ∞
queue
34. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Delivery Frequency
E
I
G
D
Delivery
Discarded
I
Pull
The frequency of delivery should
reflect the transaction &
coordination costs of
deployment plus costs &
tolerance of customer to take
delivery
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
Frequent delivery is more
agile.
On-demand delivery is most
agile!
35. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Service Delivery Agility
Service Agility
Commitment
frequency
Lead Time
Delivery
Frequency
LeadTime
Short
Long
Delivery
Service Agility
Commitment
Frequent
Seldom
Frequent
Seldom
More
Agile
Less
Agile
Kanban system dynamics
37. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Data from Corbis, Seattle, April 2007
Lead times for IT system software change requests
deployed during April 2007
Lead Time Distribution
0
0.5
1
1.5
2
2.5
3
3.5
1 8 15 22 29 36 43 50 57 64 71 78 85 92 99
106
113
120
127
134
141
148
Days
CRs&Bugs
This is multi-modal data!
The work is of two types:
Change Requests (new features);
and Production Defects
This is multi-modal data!
The work is of two types:
Change Requests (new features);
and Production Defects
Lead Time Histogram
38. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
85% at
10 days
Mean
5 days
98% at
25 days
ChangeRequests
ProductionDefects
85% at
60 days
Mean
50 days
98% at
150 days
Mode
Median
45 days
Filter by Type or Class to get Single Modal Data
39. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Understanding Cost of DelayRoomnights
soldperday
Actual rooms sold
Cost of delay
Estimated additional
rooms sold
When we need it When it arrived
Cost of delay is difference in integral between the two curves
timeJan Feb Mar Apr
First sketch the market payoff function for the total
lifetime of the opportunity. In this example, a Easter
promotion for a hotel chain.
40. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Cost of Delay for a limited shelf-life opportunity
follows an s-curve shape
Cost of delay function for a Easter marketing campaign delayed by
1 month from mid-January based on the difference of 2 integrals
on previous slide
time
impact
Total cost
of delay
41. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
When should we start something?
impact
When we
need it
85th
percentile
Ideal Start
Here
Commitment point
timeJan
10
Nov
11
If we start too early, we forgo the
option and opportunity to do
something else that may provide
value.
If we start too late we risk
incurring the cost of delay
If we pull the work into our kanban
system on Nov 11 we have a 6 out
of 7 chance of on-time delivery
42. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
We can study sensitivity to different start dates
impact
When we
need it
50th percentile
Later Start
Here
Commitment point
timeJan
10
Nov
25
If we start as late as November 25
we only have a 50% chance of on-
time delivery
However, the cost of delay incurred
if we deliver within 60 days is
relatively small. We have an 85%
chance of achieving delivery with
acceptable cost of delay
85th percentile
43. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
What is the latest we could start?
impact
When we
need it
0th percentile
Very late
start
Commitment point
timeJan
10
Dec
19
If we start as late as December 19
we have 0% chance of on-time
delivery
We have about a 10% chance of a
total loss delivering the promotion
beyond the expiry date of the
opportunity
85th percentile
total loss
44. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
To be certain of delivery without incurring any
cost of delay is expensive
impact
When we
need it
98th
percentile
Early Start
Commitment point
timeJan
10
Aug
11
If we are conservative and do not
wish to carry any risk of late
delivery or any risk of incurring an
opportunity cost of delay, then we
must start as early as August 13th.
We must commit to our Spring
Break 2015 promotion during
Summer 2014!!!
46. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Lead time is perhaps the most
important metric we gain from
kanban systems
Lead time coupled with cost of
delay sensitivity analysis is a key
enabler of deferred commitment
and consensus on when to make
commitments
47. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
What if we planned to do a series
of marketing promotions for
seasonal opportunities?
Such as, Halloween, Lucia, New
Year’s, Valentine’s,
Easter, 1st of May
& Midsummer?
48. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
How much WIP do we need?
impact
time
Halloween Lucia
New Year’s Easter
1st of May
Midsummer
Valentine’s
WIP=4
To avoid risk of late delivery
altogether, we need a WIP of at
least 4.
If current WIP >= 4 then workers
will experience significant periods of
slack and utilization will be low.
Commitments must be made 150
days in advance of deliver and up
to 240 days prior to the event
There is only a 10% chance the
system will have 4 items in-
progress & around 50% chance of
3 items in-progress. So there will
be considerable slack time
49. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Possible Kanban Board Design
Done
F
E
Engin-
eering
Ready
Deploy-
ment
Ready
G
1 ∞
P1
Ongoing
Development Testing
Done Verification Acceptance
2 2
Marketing
Promotions
4
4
Improvements
There is only about a 10% chance that 4
marketing promotions will be in-progress at the
same time. So we hedge the risk of idle time by
doing improvement tickets with a lower cost of
delay and a lower class of service.
Improvement tickets are marked as blocked when
team members are servicing marketing
promotions
L
M
N
D
50. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Halloween Lucia
New Year’s Easter
1st of May
Midsummer
Valentine’s
What if we were willing to accept more risk?
impact
time
With a 50% chance of on-time
delivery it appears we only need 3
WIP.
If we wish to avoid accumulating
additional risk of late delivery then
we actually need a WIP of 4 as a
10% chance exists that 3 things will
be in-progress when we need to start
a 4th
The chance of slack time remains the
same and the board design would be
unchanged.
WIP=3???
Commitments need only be
made 45 days in advance. A
105 day gain from the risk
averse plan
WIP=4
51. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
What happens if we have a much
more agile organization?If observed lead time capability
was significantly shorter and
predictability greater, what
benefits do we gain?
52. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
ChangeRequests
85% at
44 days
Mean
33 days
98% at
68 days
Median
26 days
Improved Service Delivery Capability
Shorter tail, much
more predictable
53. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Halloween Lucia
New Year’s Easter
1st of May
Midsummer
Valentine’s
Now, how much WIP do we need?
impact
time
To completely avoid risk of late
delivery we need a WIP of 3.
If WIP >= 3 when data was
collected we have capacity. There
will also be slack for lower class of
service work
Commitments are needed 70 days
in advance.
If we were prepared to reduce
demand by just 1 project, WIP = 2
is sufficient
WIP=3
54. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Halloween Lucia
New Year’s Easter
1st of May
Midsummer
Valentine’s
What if we were willing to accept more risk?
impact
time
With a 50% chance of on-time
delivery we only need WIP = 2 as
there is almost no likelihood of a
3rd thing needing to be started
before an earlier one is finished.
Potentially allowing us to reduce
staff by 33%.
Commitments need only be made
26 days in advance.
WIP=2???
As a result the lead time
distribution will also be left-
shifted further improving agility.
There will still be some slack for
lower class of service work.
56. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
We can trade sensitivity to
cost of delay for the ability to
decide later
We must understand lead time
distribution to understand how
much WIP we need. This
determines our staffing levels and
carrying costs
A mix of work with lower cost
of delay and class of service is
needed to enable us to start
work at the ideal time with
acceptable risk
59. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kanban system
dynamics
Shelf-life
(of business opportunities)
Is your service delivery fit for purpose?
Short
(days, weeks,
months)
Medium
(months,
quarters,
1-2 years)
Long
(years,
decades)
LeadTime
Short
Long
Delivery
Service Delivery Agility
Replenishment
Frequent
Seldom
Frequent
Seldom
Predictability
High
Low
Is your service delivery
predictability & agility
fit enough for your
business strategy?
If you plan to pursue short shelf-life opportunities,
you must measure predictability, lead time,
replenishment & delivery frequency as fitness criteria.
Does the capability exist to pursue the chosen
strategy effectively?
61. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Improve your capabilities before
pursuing market segments or
strategies that require levels of
service delivery beyond your reach
With coaching & incremental
development a child can grow to
dead lift a large bar bell.
Impatience & over-reaching is
likely to end in tears!
With patience, education and a
focus on evolutionary change, your
organization can grow its service
delivery capability
63. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
1. Understand your external
environment before deciding what
to change
2. “Fitness for Purpose” has both a
product component & a service
delivery component
3. Each market segment will have its
own fitness criteria and threshold
values
64. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
4. Lead time coupled with cost of delay
sensitivity analysis is crucial for
determining start dates
5. For acceptable economic outcomes we
must have a mix of work with different
risks and expect some late delivery &
incurred cost of delay
6. Improve your capabilities before
pursuing market segments or
strategies that require service delivery
you currently cannot achieve
66. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
About
David Anderson is a thought leader
in managing effective 21st Century
businesses that employ creative
people who “think for a living” . He
leads a training, consulting,
publishing and event planning
business dedicated to developing,
promoting and implementing new
management thinking & methods…
He has 30 years experience in the high technology industry
starting with computer games in the early 1980’s. He has
led software teams delivering superior productivity and
quality using innovative agile methods at large companies
such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and
evolutionary approach to change. His latest book, published in
June 2012, is, Lessons in Agile Management – On the Road
to Kanban.
David is a founder of the Lean Kanban Inc., a business
dedicated to assuring quality of training in the Lean Kanban
Method for managers of those who must “think for a living.”
67. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
I’d like to thank Eric-Jan Kaak and the staff at Blizzard for providing access to
produce the story of their Lean transformation.
Software maintenance lead time data courtesy of Corbis.
Acknowledgements
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
Delivery frequency also relates to quality. Poor quality will affect the customer willingness to take more frequent delivery
Median is always less than the mean and lies between the mode and the mean. Median is less sensitive to the tail on distribution and hence less variable in the presence of assignable/special cause variation causing a long tail. However, it is the mean that is used in Little’s Law and therefore we do care about risks that affect the tail in the distribution when using Little’s Law to forecast.
Median is always less than the mean and lies between the mode and the mean. Median is less sensitive to the tail on distribution and hence less variable in the presence of assignable/special cause variation causing a long tail. However, it is the mean that is used in Little’s Law and therefore we do care about risks that affect the tail in the distribution when using Little’s Law to forecast.