This document provides an overview of Kanban methodology based on Toyota Lean Manufacturing principles and the training approach of David J. Anderson. The goals of Kanban include improving time to market, limiting work in progress, and changing human behavior through process changes. The document outlines why and how to manage change using Kanban and provides definitions and objectives of Kanban training. It discusses the six core Kanban practices of visualizing the process, managing flow, limiting WIP, making policies explicit, implementing feedback loops, and improving collaboratively. Examples and exercises are provided to illustrate applying these practices through visualizing workflows, identifying bottlenecks, pulling work, and defining classes of service. The key points emphasize applying Lean principles like quality first and managing
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Kanban provides an evolutionary approach to continuous improvement. This slide set, explains what Kanban is and how it can help you to improve step by step.
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
Kanban provides an evolutionary approach to continuous improvement. This slide set, explains what Kanban is and how it can help you to improve step by step.
Making Improvement Standard: Making Agile Practices Dynamic through Lean Stan...LitheSpeed
Continuous improvement and adaptation is practically the definition of agility, but teams have to start somewhere. This session will explore how common tools like agile practice self-assessments have been combined with lean “standard work” practices to provide early agile teams with focused guidance, while encouraging them to raise their own standards as they mature and learn.
We will describe a framework for management and coaching roles involved in driving and supporting agile development efforts, based upon our experiences in both small companies and large enterprises at various stages of adoption.
Introduction to Kanban for Knowledge Work: Kanban is emerging in Software Development and IT Operations as a method of improving transparency, predictability, and value. Learn how to get started with Kanban. See how Kanban can help you achieve the benefits of Pull, Value-Focus, and Capability-Improvement. Find out if Kanban is right for you.
Presentation made at 21212 workshop, covering agile concepts like lean, kanban, mpv applied to product development and project management in an startup environment.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Presentation made at 21212 workshop, covering agile concepts like lean, kanban, mpv applied to product development and project management in an startup environment.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
Session Title: Scrumban comes to the rescue: A Case Study
Abstract: In this case study, we discuss the challenges faced by the customer and the project team and how Scrumban helped the customer navigate through these challenges. We highlight how Metrics helped the team in its planning, forecasting and identifying their Continuous Improvement steps.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
The top reasons and solutions for not getting value out of your AB tests - some practical tips for designing insightful and correctly instrumented test
In the 1940s, Toyota developed a scheduling system to improve their manufacturing production. Aligning the supply of materials with the demand of the production line reduced the amount of inventory in the system, and enabled a flexibility never before seen in the automobile industry.
Over the years, teams dealing with knowledge work (e.g. software development) adapted many of these ‘lean’ ideas, such as limiting the amount of work in progress, to improve the flow of work through their system.
Ideal for product owners, business analysts, developers, testers, and any users of Agile/Scrum, this presentation explains the basics of this system, called Kanban, and how it can be used to improve workflow and delivery rate.
While most Kanban games usually focus only on the flow of an existing Kanban system demonstrating the path from an existing process to Kanban, this game allows you to learn more about the Kanban philosophy and how to work with it. Learning by doing and having fun at the same time.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
Management consultants are brutally efficient. They not only are taught to do their work fast, but also are very good in selecting the right issues. I know it from first-hand experience as I spent my first 5 years in this hostile environment of top consulting companies. Yes, we worked sometimes 10-15 hours a day; 6-7 days a week but we managed with a small team to do in 3 months what the whole company was not able to do in years. Management consultants’ efficiency stems from 3 things: good organization, efficiency in daily activities and extremely good skills in picking the right topics. I think that those skills are crucial and I will teach how to acquire them.
In this presentation I will show you how to do the right things fast and efficiently so you can enjoy fully your work and life (depending what are your priorities ;) . The presentation is based on my 11 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On the basis of what you will find in this course I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
I do not like to overcomplicate things so in every lecture I will be quite straightforward. In every lecture I described a different hack and I give examples how to use it, especially in services such as consulting. To every lecture you will find attached (in additional resources) many useful files: examples shown in the lecture, furthers suggestion, exercises etc.. If you don’t find something that you need let me know - I will try to prepare something and I will add to the presentation
In the presentation I use 6 main frameworks: 80/20 rule (Pareto Principle), lean manufacturing, theory of constraints, getting things done, critical chain method, lean startup
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
As we are talking about a ‘Sprint Zero’ to frame a project before its implementation, I proposed to talk about a ‘Program Increment (PI) Zero’ to frame a Program
As an internal consultant for 8 years now, I realized I was experiencing in some way the Spotify model where the Team Manager (Chapter Lead) is not working in a daily basis with its Team members
Rex - How User Stories can help you manage standard components of an IT projectJean-François Nguyen
What is the link between your User Story catalogue and Data Model, Data Dictionary, Entity life cycle, all your tests (dynamic, static, ...).
Warning: subject a little bit technical ;-)
Scrum product owner: how build a project charter & frame the project?Jean-François Nguyen
To frame and present your project, you can use business, product canvas. But sometimes you’ll have to use other internal standard like project charter.
Tool digital meeting room solutions for efficient cross border meeting v1....Jean-François Nguyen
Improve meeting efficiency when attendees are not co-located
How get all attendees involved?
How efficiently manage the activity of a cross-border team?
combine Lean & Agile principles & technical tools from the market. Practices already used in education in Canada e.g. for on-line courses
You want to manage an important Change culture in your firm or team? First, Initiate your Change Story with your Customer needs. Learn to better know him, to better communicate with him to build a relation of Trust & partnership.
Describe the structure of the 15 weeks mission to initiate the Culture Change. Based on Lean & Agile priciples, framework & toolkit. Result from 5 years experience
like Google, Improve your Test perception & practices and learn how Test might be a key lever to improve your business.
- Understand the different types of Test
- Best & Worst practices of Test
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Methodology kanban
1. Methodology
Kanban from TOYOTA Lean Manufacturing & David J. Anderson
the Goal:
• Framework helping people to change how they work as a team
• Improve time to market limiting what you are working on
• Change process is not difficult
• Change human behavior is
Try Kanban
Training support: my understanding of David J.Anderson’s training
2. Why & How?
• Why do I need to change?
• How can I manage the change?
Disclaimer: this is my understanding of David J.Anderson’s enhanced with my experience
• Are you satisfied with your time to market?
• Are you satisfied with your productivity?
• Is your work rhythm sustainable?
• is your team working as a team or as individual?
Build the context to support the Change with Kanban
3. Kanban Training
• Definition & Objectives
• Agenda
the key points: attend David J.Anderson’s training to make your own opinion
related subjects: Kanban simulation game
Definition & Objectives
• David Anderson’s adaptation of the kanban Lean manufacturing principles to the services activity
Objectives
• Explain the theory of David Anderson’s methodology
• How you can improve your productivity applying the 6 main core practices
• Visualise the process
• Manage the flow
• Limit the ‘Work In Progress’
• Make policies explicit
• Implement feedback loop
• Improve collaboratively
Agenda: 30% theory, 70% of exercise and simulation
Theory issued from David Anderson’s training
• Reminder of the Lean and kanban principles
• 6 core practices
Extension and synthesis (result of my experience)
• What lever for what goal
• Project management
• Benefits and constraints
• KPI discussion
Conclusion
• The golden principles you should always keep in mind
• Kanban might help you to change human behaviour
4. Theory
an experience of the mechanic of the fluids …
To reduce bottleneck, balance the output of the 2 steps. To do so, you can:
• reduce the stock (“to do”)
• increase the “capacity to do”
o Tap water = control what we’re
deciding to do / input of the
following step
o Neck width = what we’re doing
capacity to do on the time being
o funnel = what we have decided to do
/ stock
o What we’ve done on a period X /
capacity to do on the period
o balloon: what we potentially
have to do/ backlog
Bottleneck = inadequacy between
o What we have to do (funnel) / input rate
o Our capacity to do (neck width) / output rate
Possible action to reduce the bottleneck =
o Not increase the stock
o Reduce or close the tap water
Possible action to reduce the bottleneck =
o Increase the capacity to do
o Widen the neck
1
2
a daily experience … … transposed
in your project management
the key points: fluidify your process
5. Theory
Reminder of the Lean and kanban principles
Why do we think Kanban may be interesting for you?
• because a good method is suggesting/guiding you to choose the best behaviour/decision
• because a kanban system may lead the team to ask questions about its way to work
the key points: an engine always used at 100% (red zone) will burn. So human being …
For attendees not familiar with Lean concepts, pass this slide
Main goals of Lean
• Work on MURA (the variability of the process flow)
• Work on MURI (over burdening of the process)
• Work on MUDA (the 8 waste sources) : MURA & MURI may be more impacting than MUDA
kanban is one tool/method of the Lean to do so.
• You can’t eliminate the variability but it allows you to reduce, control the variability
• It allows you to prevent the process from over burdening
When it is required?
• Total rush
• All the time have the feeling to be drowned
• Customer unstisfaction because we can’t deliver what he wants, when he wants
• Etc ….
When it is not required?
• Where demand never exceeds capability and flow is smooth and never interrupted
• When we can deliver what the customer wants when he wants (maybe you applied Kanban!)
6. Theory
6 core practices
Why do we think Kanban may be interesting for you?
• because a good method is suggesting/guiding you to choose the best behaviour/decision
• because a kanban system may lead the team to ask questions about its way to work
What are the 6 core practices?
• Visualise the process
• Manage the flow
• Limit the WIP (Work In Progress)
• Make policies explicit
• Implement feedback loop
• Improve collaboratively
Let’s make a focus on each … before you can assess your team
0
1
2
3
4
visualise
limit the WIP
manage the
flow
make policies
explicit
improve
collaboratively
implement
feedback loop
7. Theory: Visual Management
• Visualise the process & the bottlenecks
• Pull the flow from output to input (from right to left)
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
expedite expedite expediteexpedite expedite expedite expedite expedite
• Column = process step or ToDo/In Progress/Done
• Each column has a limit in terms of ticket that can’t be exceed
• You can’t pull a ticket from your stock (left column), if you don’t have a free space
• Pay attention how the WhiteBoard structure helps you analysing key Risk & problems. For instance,
for the moment you don’t have urgent tickets (the swim lane ‘expedite’ is empty)
the key points: bottleneck on Spec & Test, 2 coders unused. What does the team do?
8. an experience of the mechanic of the fluids …
applied to the project management
To keep the flow fluid, keep WIP and capacity balanced. Play with
• stock (WIP limit)
• tap water (capacity management on resources)
• prioritisation strategy
the key points: keep in mind one of your goal is to short the leadtime. Do you work on the
Spec bottleneck?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Deploye
d
o Tap water = control what we
have decided to do in DEV
o SPEC Done =
funnel/stock of the DEV
Validated
&
prioritise
d
SPEC
doingdone
DEV
doingdone
TEST
doingdone
Ticket13
Ticket14
Ticket15
Ticket16
WIP = 6
WIP = 3
WIP = 6
WIP = 3
Ticket17
Ticket18
Ticket10
Ticket11
Ticket12
Ticket8Ticket4
Ticket5
Ticket6
Ticket2
Ticket1
Ticket3
Ticket7
o Neck width = capacity to
do DEV
make a 90° rotation
place funnel and tap water on
the board
• Done (i) = stock(i+1)
• WIP (i+1) = tap water (i)
9. Exercise
Rice plantation
You manage your rice plantation.
• On what levers can you play: capacity management? WIP limit (stock)? Strategy of prioritisation?
You have a nightclub and you want to control the number of visitors.
• What for? How could you do it?
the key points: use your common sense
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
WIP = 6 WIP = 3 WIP = 6 WIP = 3
expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 19
Ticket 20
Ticket 21
Ticket N
Ticket x
Ticket x
Ticket x Ticket x
Ticket x
Ticket x Ticket x Ticket x
Ticket x
Ticket x
Ticket x
Ticket x Ticket x
Ticket x
Ticket x
10. Therory
Heavy cost and delay are a consequence of a bad quality
• Quality doesn’t cost … in the mid & long term!
• Chip Quality doesn’t cost … in the short term. But you’ll pay the bill later!
• So, use a framework pointing out the problems of quality like Kanban
the key points: adopt the TOYOTA principles of Quality First! You’ll gain money
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
improve Quality FasterSafer Cheaperto deliver & &
High cost
real lost Unrealised profit
defect Lost client
Loopback process
Leadtime too long
Angry client
Regulator fine Operational risk
Quality problem
Client we didn’t succeed
to catch
Why?
Why?
Why?
Why?
Why?
Why?
Problem Solving: Why my cost is high?
11. Exercise
Pull the flow & block the process limiting the WIP
the key points: ‘Pull the Flow’ is not intuitive. Try, test & discuss the consequence for the team
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
Pull the system from right to left, (from output to input). Team discussion on
• Can we pull? Why?
• How pull the system: what strategy of prioritisation should we apply according to our goals?
• The oldest ticket? Why?
• The biggest user’s priority? Why?
• The biggest team priority? Why?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite expedite expediteexpedite expedite expedite expedite expedite
12. Exercise
‘Expedite’ swim lane
the key points: check if your user stories have the same characteristics. If not, what’s the
difference? What does it imply in terms of team rules/process?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
You have an ‘Expedite’ swim lane:
• What is it for?
• All stories can use it? Why?
• Do you have rules to use it? Why?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite
13. Exercise
WIP = 1, what does that mean?
the key points: do you have advantage to make the rules explicits? To who? Why?
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
You have defined an input WIP = 1 , what is the consequence
• for you?
• for the customer?
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
WIP = 1 WIP = 3 WIP = 6 WIP = 3
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 21
Ticket N
1234567 0
expedite expedite expediteexpedite expedite expedite expedite expedite
14. Theory
Fukuda’s window
the key points: Fukuda’s window is a tool from the Lean Toolkit used by TOYOTA
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• A structured problem solving to identify the root causes regarding the problems
around « standard » application
• Why the standard process is not applied!
Why the ‘standard’ process is not applied?
o No standards : there is no operating standard, no rule shared among the team
o Communication : there is a standard, but no-one knows it or is not trained to use it.
o Adherence with no reliability : everyone knows the standard but no-one uses it.
o Reliability : everyone knows and follows the standard but we have to make sure that it
applies to all situations
No standardYou do not know
Problems
Adherence with
no reliability
You know but do
not practice
Adherence with
no reliability
Reliability
You know and
practice
We do not know
We know but do
not practice
We know and
practice
Communication Problems
Communication
Problems
A
B
C D
Management problems
Technical or process problems
- Who developed the standard ?
- Is it usable ?
15. Theory
improve collaboratively using models and scientific methods
the key points: analyse your outcomes. Take decisions. Try & adapt them.
Bottlenecks never disappear, they move. Your goal is to manage them to reduce their impact
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• It’s normal to have bottlenecks in a process
• Manage a process flow = manage/control those bottlenecks
• Mix models and empirical experience. Use real data like the average leadtime
• Define your classes of service
• Constraint theory
• In all processes, it’s natural to have bottlenecks
• bottlenecks are moving of places everytime
TO DO
Capacity
to do
Bottleneck
• Little’s law
• Using little’s law, find the caracteristics of your process
• Take decisions based on the real data of your process
• Observe/define your classes of service (e.g. expedite, Fixed date, Intangible, Standard) and define bandwidth for each
• Observe/define the average leadtime for each. It will help you to
• Improve your confidence in your prediction
• Control your process with the current leadtime versus the average leadtime
Rythm
output
Rythm
input
Bottleneck
16. Theory
Define your class of service
the key points: If you don’t split your activity into classes, you’ll have difficulties to manage
them on the white board and reach your engagement due to the noise generated
visualise the process
manage the flow
limit the WIP
make policies explicit
improve collaboratively
implement feedback loop
• Define your classes of service
• Define your bandwidth, release cycle and process associated
• Use them on your Kanban board (ex. SLA definition)
David Anderson’s example
Fixed Date
Intangible
Standard
Criteria: urgency
Definition: story blocker for the customer
Cost of
delay
time
Definition Cost of delay profil Bandwidth limit
Ex.: not more than 10%
Criteria: due date
Definition: high impact if the due date is
not respected time
Ex.: not more than 30%
now
Fixed date
Criteria: due date
Definition: due date is not fixed
Impact may be less easy to assess
time
Ex.: not more than 20%
Fixed date
Example
Bug in production
without any work around
2000 bug project, regulator reports
Database upgrade
CI initiative like automate regression
test
Criteria: other
Definition: other
time
Ex.: not more than 40%
Business As Usual
Implement counterpart creation
Cost of
delay
Cost of
delay
Cost of
delay
Expedite
17. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
Split the attendees in 2 groups
Distribute the simulation results
Duration: 10 mn
Rule:
• ‘++’ : this lever has an huge positive impact on the goal
• ‘+’ : this lever has an positive impact on the goal
• ‘0’ : this lever has no impact on the goal
• ‘-’ : this lever has a negative impact on the goal
• ‘--’ : this lever has a huge negative on the goal
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
lever
capacity
management
prioritisation
strategy
Limit/reduce the WIP
improve
the processgoal input intermediary total
decrease leadtime
decrease stock
decrease unused capacity
increase productivity/throughput
reactivity to unexpected event (agility)
18. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
Split the attendees in 2 groups
Distribute the simulation results
Duration: 10 mn
Rule:
• ‘++’ : this lever has an huge positive impact on the goal
• ‘+’ : this lever has an positive impact on the goal
• ‘0’ : this lever has no impact on the goal
• ‘-’ : this lever has a negative impact on the goal
• ‘--’ : this lever has a huge negative on the goal
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
To better understand the impact of the levers (capacity management, priorisation strategy, limit
the WIP, improve the process) on the process characteristics (leadtime, stock, unused
capacity, productivity/throughput, agility), we have run our own simulation on a period of 220
days.
More precisely, we have run:
• one period of reference: game without any levers
• Period where on lever is applied alone
• Period where levers are combined
For visibility reason, we have splitted the results in 2
• Reference + one lever applied alone
• Reference + levers applied together
19. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
• Results of my simulation: day 0 to 128
• For each period, one lever applied
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
20. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
• Results of my simulation: day 128 to 220
• For each period, several levers applied
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
21. Exercise
What lever for what goal. build the synthesis
the key points: if you have 2 hours, play the simulation game. Otherwise, use my simulation
to try to feel the effects of the different levers on the different goals
For you, what are the main levers?
• To manage the workflow?
• To improve the process (tools and human resources)?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
lever
capacity
management
prioritisation
strategy
Limit/reduce the WIP
improve
the
processgoal input intermediary total
decrease leadtime ++ 0 + + ++ ++
decrease stock? + 0 + + ++ +
decrease unused capacity ++ 0 0 0 0 ++
increase productivity/throughput + + + + ++ ++
reacitivity to unexpected event
(agility) + ++ 0 0 0 +
My answers
22. Exercise
What lever for what goal. build the synthesis
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
Observe your current average workload ratio for each process step.
Assess if those ratio are good for you or not: Work on them if needed
Use those ratio to manage your process and your team.
Avoid bottleneck too important preventing you to manage them
For each step, define your resource staffing according to your average workload
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
current situation new situation (day 202)
average workload
resource
distribution average workload resource distribution
process
step SP# % FTE# % SP# % FTE# %
spec 9 29 2 29 4 17 1 14
dev 10 35 3 43 10 41 3 43
test 11 36 2 29 11 42 3 43
Question: Do you think your ressources are balanced with the work to do?
23. Exercise
Dealing with a specialist: scenario 1
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c
24. Exercise
Dealing with a specialist: scenario 1
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c
25. Exercise
Dealing with a specialist: scenario 2
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
c
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c
26. Exercise
Dealing with a specialist: scenario 3
the key points: First period, development and testing capacity are not balanced regarding the
forecast/past workload. Second period, we tried to balance
• Do you have a problem?
• How do you deal with that situation?
• Which are the possible consequences of your action?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
is a BA specialised in accounting and can work only on accounting subjects Ticket x c
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
Ticket 13
Ticket 14
Ticket 15
Ticket 16
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 17
Ticket 18
Ticket 10
Ticket 11
Ticket 12
Ticket 8 Ticket 4
Ticket 5
Ticket 6
Ticket 2
Ticket 1
Ticket 3
Ticket 7
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 23
Ticket 25
Ticket 24
Ticket 26
c
27. Exercise
An average leadtime, what for?
the key points: if you don’t know the average leadtime of each of your family, how can you
define a realistic SLA?
You know your average leadtime for Standard class of service
• How can you use it in your planning exercise with your customer?
• How can you use it in your daily meeting with your team?
• How can you use it in your weekly/monthly meeting
• with your team?
• with your management?
• Do you need something else? Why?
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Validated
&
prioritised
SPEC
doing done
DEV
doing done
TEST
doing done
Deployed
WIP = 6 WIP = 3 WIP = 6 WIP = 3
Ticket 19
Ticket 20
Ticket 22
Ticket 21 expedite expedite expediteexpedite expedite expedite expedite expedite
Ticket 23
Ticket 25
Ticket 24
Ticket 26
Average leadtime: ~20 days1
Average leadtime: ~10 days2
Average leadtime: for the last 4 months increased from ~10 to 20 days3
Average leadtime: for the last 4 months decreased from ~20 to 10 days4
Average leadtime
28. Exercise
What lever for what goal. Benefits and constraints
• Block a little the process to make it more fluid
• But keep the balance to not totally block the process
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Action Consequence Why? Benefits Constraints Theme
Limit the process
input
Block an
intermediate
step (decrease
the WIP limit)
Deblock an
intermediate
step (increase
the WIP limit)
Pull the flow
from output to
input (from right
to left)
29. Exercise
What lever for what goal. Benefits and constraints
the key points: without implementing the ‘Zero stock’ policy of Toyota, limit the stock is a Best
Practice guiding the team to know and solve their problems
• Block a little the process to make it more fluid
• But keep the balance to not totally block the process
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Action Consequence Why? Benefits Constraints Theme
Limit the
process input
Decrease the leadtime
Leadtime = ‘day out’ –
‘day in’
Delay the update of
the ‘day in’ on the
ticket
Improve mindset of the team
Help gain the customer’s confidence
If too small, will increase
the frequency of
prioritisation ‘meeting’ with
customer
M&B
VOC
PM
Block an
intermediate
step (decrease
the WIP limit)
Block other people in the
team
The WIP limit
combined to the pulled
flow will prohibit people
to work on other ticket
Focus the team on the problem the collegue has If there are too many
dependencies to manage
and if WIP limits are too
small, the process may be
blocked totally. Hard the
mindset and efficiency
PE
M&B
Globally prevent rework and waste
Prevent developper from starting to work on a spec not finished
yet
Prevent tester from starting to test a dev not finished yet
Requires to make
policies/rules really explicit
(SOP) and too check they
are applied on the field
(SOP governance)
PE(Qual
ity)
Block someone who has
not the knowledge
The TM doesn ’t find a
subject he knows in
the ticket queue to pull
‘invite’ the TM to take one ticket even if he isn’t skilled for.
suggest the TL to train the TM on this subject he doesn’t know
Requires real coaching
from the TL or the senior
Skills
Deblock an
intermediate
step (increase
the WIP limit)
Give work to specialist Increase the
probability a ticket
arrives for the
specialist
Give work to the specialist If too high, the total WIP
will also be too high and
the leadtime will
automatically increase
Deal
with
specialis
t
Pull the flow
from output to
input (from
right to left)
It’s not the TL, alone, who
take the decision of what
TMs are going to do. TM
all together discuss of
what to do
The TM/team feels more responsible even if the choice is done in
a pre ordered backlog. They took the ticket and are not assigned
by the manager
TL has to
prepare/prioritisate the
queues
All TL’s work is on
facilitation
M&B
Synchronise all the
process on the output
rythm
Decrease the variability of the process
Stabilise the process
Set-up confidence all around (team & customer)
Good balance with the
WIP limit otherwise you’ll
block the process totally
PE/PM/
M&B/V
OC
will block the system
emphasizing the problem
(a problem in Test may
block Dev and Spec
because you can’t pull
anymore)
Focus the team on the problem the collegue has
What forced the traders to input properly their deals in the IT
systems? The BO, when they told them the deal couldn’t be
concluded because they couldn’t send the confirmation because
the trader didn’t input the proper information in the system
Good balance with the
WIP limit otherwise you’ll
block the process totally
PE
M&B
30. Exercise
KPI discussion
One sheet per attendee
Duration: 5 mn
Rule:
• Put ‘Yes’ if X is really focused on that question
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Question For
top management
For
middle mgt
For
local mgt
For
client
Are you satisfied with the leadtime?
Are you satisfied with the quality?
Are you satisfied with the cost?
Are you satisfied with the delay?
Are my team fully occupied?
What is my productivity/throughput trend?
What is my leadtime?
What is my productivity/throughput?
delivery output / team capacity to deliver / period of time
Question:
Which questions is interesting the top management? The middle management? the local management)?
31. Exercise
KPI discussion
the key points: pay attention to who is asking the reporting
Client, local, middle and top management will not be focused on the same things.
• Client: on quality, delay & cost
• Management (top, middle & local):
• Top & middle: on client satisfaction but also on optimisation of their department
• Local: on client satisfaction but also on his capacity to provide good forecast/planning
What lever for what goal: synthesis
What lever for what goal: in your daily life
KPI discussion
Which questions is interesting the top management? The middle management? the local management)?
Question For
top mgt
For
middle mgt
For
local mgt
For
Client
Are you satisfied with the
leadtime?
Yes
Are you satisfied with the
quality?
Yes
Are you satisfied with the
cost?
Yes
Are you satisfied with the
delay?
Yes
Are my team fully occupied? Yes
Ex. for off-
shoring
Yes indirectly because our customer is internal
and is paying our budget to deliver his projects
What is my
productivity/throughput trend?
Yes Yes indirectly because our customer is internal
and is paying our budget to deliver his projects
What is my leadtime? Yes indirectly
because it will allow
the teams to respect
the global roadmap
Yes
For prevision/planning definition/SLA
definition
For planning/SLA monitoring
What is my
productivity/throughput?
delivery output / team capacity
to deliver / period of time
Yes Yes indirectly because our customer is internal
and is paying our budget to deliver his projects
32. Conclusion
Your golden principles
the key points: read David J. Anderson’s books and make your own opinion
• Match your customer’s expectation as much as possible
• Keep your process as stable as possible
• Keep a sustainable pace for your team
Know if your process is matching your customer requirement. How?
• leadtime historical diagram: leadtime for each class of service matching the customer requirement (SLA) and stable
Know when your process is stable. How?
• WIP historical diagram stable
• WIP for each step stable
• Slope for the process output (delivery rate) stable
• leadtime historical diagram stable: leadtime for each class of service stable
Know when your process is unstable. How?
• WIP historical diagram unstable
• WIP for one or several step is unstable
• Slope for the process output (delivery rate) is unstable/decrease
• leadtime historical diagram unstable: leadtime for one or several class of service is unstable/decrease
Point out your bottlenecks making your process unstable. How?
• Same as above
• kanban board with big ticket queue
Work on your bottlenecks to come back to a stable process. How? Work on
• WIP limits (input and/or intermediate step)
• Capacity management
• CI (process improvement)
33. Conclusion
Your golden principles
the key points: efficient people are motivated people. Work on motivation
• Match your customer’s expectation as much as possible
• Keep your process as stable as possible
• Keep a sustainable pace for your team
Team efficiency
• Motivated and happy people are more efficient
• Push the flow: people are not actor. They undergo. Bad for the mindset
• Pull the flow: people are actor. They decide what to do. Good for the mindset
• People accept more the change if this change comes from themself than from management
• Change is not natural
• So the question is: how make people change?
• Suggestion is more efficient to sustain the change than orders
• Kanban is proposing rules blocking the process
• We hope that each time the process is blocked, the team will have a team discussion
• All the art of the team leader is to “facilitate”/”drive” those discussions
• “self management”/team empowerment
• Should not be anarchy
• Should be monitored and driven by the management (feedback & coaching, team workshop
facilitation)
• Is really close to the concept of “leadership of the manager”