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Methodology kanban

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

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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
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
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
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
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!)
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
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?
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)
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
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?
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
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
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
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 ?
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
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
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)
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
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
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
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
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?
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
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
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
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
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
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)
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
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)?
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
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)
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”

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Methodology kanban

  • 1.
    Methodology Kanban from TOYOTALean 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 ofthe 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 theLean 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 Whydo 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 ofthe 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 manageyour 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 anddelay 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 thekey 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 keypoints: 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 usingmodels 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 classof 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 forwhat 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 forwhat 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 forwhat 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 forwhat 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 forwhat 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 forwhat 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 aspecialist: 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 aspecialist: 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 aspecialist: 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 aspecialist: 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 forwhat 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 forwhat 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 sheetper 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 keypoints: 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 thekey 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 thekey 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”