You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!
You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working.
Do or do not. There is no try. —Yoda
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
There are a number of great scrum learning games "out there" and this one was developed by Alistair Cockburn. It is a classic that's great for agile scrum teams. I've taken a few liberties, inspected and adapted, and offer up my own recipe.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
Updated version at https://www.slideshare.net/GiulioRoggero/kanban-board-82363781
Do you have a team that works on both project and maintenance? Do you need to organize your team activities? Do you have a lot of activities in parallel and the time to market it's a problem? With a Kanban board and an Agile approach you can solve your problems!
Take a look of the animation of the slides to discover how it works.
There are a number of great scrum learning games "out there" and this one was developed by Alistair Cockburn. It is a classic that's great for agile scrum teams. I've taken a few liberties, inspected and adapted, and offer up my own recipe.
10 Essential SAFe(tm) patterns you should focus on when scaling AgileYuval Yeret
Scaling agile can be overwhelming. In this tutorial, Yuval will provide an overview of the ten essential SAFe patterns, and highlight the diagnostic symptoms that appear when the patterns aren’t in place. Attendees will develop a personal “flash assessment” of their current work context and will be able to identify to “inspect and adapt” areas for improvement. They will also learn how to use this sort of assessment/patterns during their scaled agile journey.
(This includes the Essential SAFe assessment toolkit provided by ScaledAgile)
Teresa Torres - An introduction to modern product discovery - Productized16Productized
The world of product management is changing quickly. In the past five years alone, we’ve seen the rise of The Lean Startup, design thinking, the Jobs-to-be-done framework, design sprints, OKRs, and much more. It can be hard for product teams to keep up. In this talk, you’ll learn a simple framework for how to make sense of all of these trends. You’ll learn how to mix and match methods in a way that leads to a coherent strategy that leads to better products.
Teresa is a product coach helping teams adopt user-centered, hypothesis-driven product development practices, and is the creator of Product Talk. She works with companies of all sizes on integrating user research, experimentation, and the right analytics into the product development process resulting in better product decisions.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
For Alistair Cockburn, Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center. The Heart of Agile is a fresh look at Agile that strips away a lot of the noise that has built up over recent years. It contains just four imperatives: Collaborate, Deliver, Reflect, Improve. With these four words, we can both improve the effectiveness of any organization and also find new and interesting topics that are not in the common agile literature.
More presentations from the Lean Digital Summit 2019 are available on www.lean-digital-summit.com
Mark Grove presented on Cumulative Flow Diagrams at the DC Scrum User Group. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The Cumulative Flow Diagram (CFD). Perhaps you’ve heard of it. Maybe you’ve been told it can help you better understand the flow of work, identify bottlenecks, and get a sense how long work items will take to complete. It sounds intriguing, but…how exactly do you read it? What is it trying to tell you? How can you use it to improve your team’s flow? Perhaps you’re a Scrum team using a traditional burndown chart. Could the CFD be more helpful?
In this part lecture, part workshop presentation, we’ll take a closer look at what a CFD is, how it’s constructed, and, most importantly, how to interpret what you’re observing. Being able to identify patterns in your CFD is a valuable skill to better understand how work is flowing across your Scrum or Kanban board. We’ll then examine several CFD patterns you might see with your teams while addressing three key questions: What are you observing? Why might it be happening? and What actions might you suggest for improvement?
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
Agile has become overly decorated. We really only need 4 words to describe it: Collaborate, Deliver, Reflect, Improve.
In this talk, Dr. Alistair Cockburn, one of the authors of the agile manifesto, will review why those verbs were selected as the "heart" of agile, how they expand out into interesting topics not in the mainstream discussion of agile, and how they are being used in different fields to increase the impact of efforts.
Alistair Cockburn
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Lean-Agile Journey @ Migros - Mit kleinen Schritten zu grossen VeränderungenJoël Krapf
Es ist Anfang Juni 2020 und wegen Corona sind die meisten Mitarbeitenden der Group IT der Migros im Home Office. So auch Joël Krapf und Martin Wechsler, CIO der Migros. Joël führt Martin in die laufenden Transformationsinitiativen ein und erklärt ihm, wie diese über OKR gesteuert werden. Martin hört aktiv zu. Am Ende der Präsentation folgt eine Frage, die den Startschuss zur skalierten Agilität auslöst: «Ich weiss, diese Initiativen befassen sich alle mit Management & Transformationsthemen. Da wird keine Software entwickelt. Wäre es trotzdem möglich, dass wir daraus den ersten Agile Release Train (ART) der Migros-Geschichte machen?». Joël’s naive Antwort: «In rund 4 Wochen haben wir einen Tag für die OKR-Planung reserviert. Diesen Tag können wir nutzen, um mit einem PI Planning zu starten.»
In seinem Vortrag lässt Joël die bisherige Reise in die skalierte Agilität Revue passieren. Dabei fasst er die 5 wichtigsten Learnings zusammen, so dass sich andere auf eine ähnliche Reise begeben können.
Was lernen die Zuhörer:innen in dem Vortrag? Starte mit einem F.A.I.L. und betone die Wichtigkeit von Continuous Learning
Stelle sicher, dass jedes Team einen «Servant Leader» hat, um die Veränderung mit den Teammitglieder zu verankern
Widerstehe der Versuchung, alles sofort und auf ein Mal bereits gut machen zu wollen
Habe eine Transformation-Roadmap und fokussiere auf die Verankerung der wirkungsvollsten Massnahmen (max. 3)
Nutze systeminhärente Feedbackloops, damit sich Beteiligte selbstständig verbessern können & wollen
Intro to Liberating Structures - Making Meetings Suck LessZachary Cohn
Wonful ran a workshop for the State of Washington's Department of Retirement Services on using Liberating Structures to brainstorm, work as groups, and make meetings suck less!
Shifting From Managing By Outputs To Managing By Outcomes
If you are like most leaders, you got to where you are because you are good at making decisions. You can quickly go from strategy to execution. You know exactly what should be done next. But for most of us, this strength can become a weakness. When we make all the output decisions (e.g. what to build, what programs to roll out, how a process should work), our company’s solutions are only as good as we are. To avoid this trap, instead of telling our teams what to do, we need to tell them what outcomes we expect them to drive. It’s a subtle, but powerful shift. In this talk, Teresa will explore how your role changes when you manage by outcomes.
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Håkan Forss
Toyota Kata – habits for continuous improvements
Description:
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement?
In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.
Great layman's presentation from a Tesla Model S owner. Illustrates how charging can be done with solar panels. Shows locations of Tesla Supercharge stations as well as Chargepoint Stations across the U.S. Shows cost benefits in terms of fuel expense saved. Illustrates driving range for 65kW and 85kW batteries. Also shows reductions in CO2 emissions. Thumbnail history of Tesla models. Shows how they provide their on-site Ranger service of the vehicles. Loaded with excellent pictures.
Teresa Torres - An introduction to modern product discovery - Productized16Productized
The world of product management is changing quickly. In the past five years alone, we’ve seen the rise of The Lean Startup, design thinking, the Jobs-to-be-done framework, design sprints, OKRs, and much more. It can be hard for product teams to keep up. In this talk, you’ll learn a simple framework for how to make sense of all of these trends. You’ll learn how to mix and match methods in a way that leads to a coherent strategy that leads to better products.
Teresa is a product coach helping teams adopt user-centered, hypothesis-driven product development practices, and is the creator of Product Talk. She works with companies of all sizes on integrating user research, experimentation, and the right analytics into the product development process resulting in better product decisions.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
For Alistair Cockburn, Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center. The Heart of Agile is a fresh look at Agile that strips away a lot of the noise that has built up over recent years. It contains just four imperatives: Collaborate, Deliver, Reflect, Improve. With these four words, we can both improve the effectiveness of any organization and also find new and interesting topics that are not in the common agile literature.
More presentations from the Lean Digital Summit 2019 are available on www.lean-digital-summit.com
Mark Grove presented on Cumulative Flow Diagrams at the DC Scrum User Group. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The Cumulative Flow Diagram (CFD). Perhaps you’ve heard of it. Maybe you’ve been told it can help you better understand the flow of work, identify bottlenecks, and get a sense how long work items will take to complete. It sounds intriguing, but…how exactly do you read it? What is it trying to tell you? How can you use it to improve your team’s flow? Perhaps you’re a Scrum team using a traditional burndown chart. Could the CFD be more helpful?
In this part lecture, part workshop presentation, we’ll take a closer look at what a CFD is, how it’s constructed, and, most importantly, how to interpret what you’re observing. Being able to identify patterns in your CFD is a valuable skill to better understand how work is flowing across your Scrum or Kanban board. We’ll then examine several CFD patterns you might see with your teams while addressing three key questions: What are you observing? Why might it be happening? and What actions might you suggest for improvement?
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
Agile has become overly decorated. We really only need 4 words to describe it: Collaborate, Deliver, Reflect, Improve.
In this talk, Dr. Alistair Cockburn, one of the authors of the agile manifesto, will review why those verbs were selected as the "heart" of agile, how they expand out into interesting topics not in the mainstream discussion of agile, and how they are being used in different fields to increase the impact of efforts.
Alistair Cockburn
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture)Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Lean-Agile Journey @ Migros - Mit kleinen Schritten zu grossen VeränderungenJoël Krapf
Es ist Anfang Juni 2020 und wegen Corona sind die meisten Mitarbeitenden der Group IT der Migros im Home Office. So auch Joël Krapf und Martin Wechsler, CIO der Migros. Joël führt Martin in die laufenden Transformationsinitiativen ein und erklärt ihm, wie diese über OKR gesteuert werden. Martin hört aktiv zu. Am Ende der Präsentation folgt eine Frage, die den Startschuss zur skalierten Agilität auslöst: «Ich weiss, diese Initiativen befassen sich alle mit Management & Transformationsthemen. Da wird keine Software entwickelt. Wäre es trotzdem möglich, dass wir daraus den ersten Agile Release Train (ART) der Migros-Geschichte machen?». Joël’s naive Antwort: «In rund 4 Wochen haben wir einen Tag für die OKR-Planung reserviert. Diesen Tag können wir nutzen, um mit einem PI Planning zu starten.»
In seinem Vortrag lässt Joël die bisherige Reise in die skalierte Agilität Revue passieren. Dabei fasst er die 5 wichtigsten Learnings zusammen, so dass sich andere auf eine ähnliche Reise begeben können.
Was lernen die Zuhörer:innen in dem Vortrag? Starte mit einem F.A.I.L. und betone die Wichtigkeit von Continuous Learning
Stelle sicher, dass jedes Team einen «Servant Leader» hat, um die Veränderung mit den Teammitglieder zu verankern
Widerstehe der Versuchung, alles sofort und auf ein Mal bereits gut machen zu wollen
Habe eine Transformation-Roadmap und fokussiere auf die Verankerung der wirkungsvollsten Massnahmen (max. 3)
Nutze systeminhärente Feedbackloops, damit sich Beteiligte selbstständig verbessern können & wollen
Intro to Liberating Structures - Making Meetings Suck LessZachary Cohn
Wonful ran a workshop for the State of Washington's Department of Retirement Services on using Liberating Structures to brainstorm, work as groups, and make meetings suck less!
Shifting From Managing By Outputs To Managing By Outcomes
If you are like most leaders, you got to where you are because you are good at making decisions. You can quickly go from strategy to execution. You know exactly what should be done next. But for most of us, this strength can become a weakness. When we make all the output decisions (e.g. what to build, what programs to roll out, how a process should work), our company’s solutions are only as good as we are. To avoid this trap, instead of telling our teams what to do, we need to tell them what outcomes we expect them to drive. It’s a subtle, but powerful shift. In this talk, Teresa will explore how your role changes when you manage by outcomes.
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Håkan Forss
Toyota Kata – habits for continuous improvements
Description:
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement?
In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.
Great layman's presentation from a Tesla Model S owner. Illustrates how charging can be done with solar panels. Shows locations of Tesla Supercharge stations as well as Chargepoint Stations across the U.S. Shows cost benefits in terms of fuel expense saved. Illustrates driving range for 65kW and 85kW batteries. Also shows reductions in CO2 emissions. Thumbnail history of Tesla models. Shows how they provide their on-site Ranger service of the vehicles. Loaded with excellent pictures.
Kanban Kata - Lean Kanban European Conference Tour 2012Håkan Forss
This SlideShare is the updated version of the presentation I gave at Lean Kanban France 2012 (#LKFR12), Lean Kanban Central Europe 2012 (#LKCE12) and Lean Kanban Netherlands 2012 (#LKNL12)
Kanban Kata is a guided approach to how to improve collaboratively using the scientific method.
In this session you will learn how combine the power of the Kanban Method and Toyota Kata. You will see how Toyota Kata is used as the scientific method that guides your improvements efforts in Kanban.
First you will be introduced to Toyota Kata, from Mike Rother's book with the same name. You will learn the different parts of the Toyota Kata and why it will help you focus your learning and improvement work. You will see how Toyota Kata can be applied in software development and how it is used as the scientific method, that in a very focused way guides you in your improvement work in Kanban.
In the second part of this session you will join a fictitious company that uses Kanban Kata in a series of dialogs. These dialogs are based on real conversations and will demonstrate how the Kanban Kata is used in practice.
Do or do not. There is no try. —Yoda
May the Forss be with you - Lean Kanban Centeral Europe 2012Håkan Forss
It is a period of process efficiency war. Rebel flow-based change agents, striking with hidden knowledge, have won their first victory against the evil of Resource Efficiency and Big Planning Upfront.
During the battle, Rebel spies managed to uncover the ultimate weapons, the Kanban Method and Toyota Kata.
Pursued by sinister agents of Resource Efficiency, the change agents races home to their teams, custodians of the uncovered weapons that can save the organizations and restore customer delight in the galaxy.
Let’s hear what the Rebel change agent Håkan Forss has to share…
Toyota Kata ett alternativ till retrospektiv DevSum 2012Håkan Forss
Har du upplevt att det lyfts fram massor med problem på era retrospektiv men det verkar aldrig hända något. Kanske är det dags att prova Toyota Kata? Med aktiv coaching skall teamet i små experiment förflytta sig från nuvarande tillstånd till uppsatt måltillstånd. Kanske kan Toyota Kata bli motorn i ert förbättringsarbete?
Experimentation is King Lean Kanban Central Europe 2015Håkan Forss
Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback.
King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.
From Scooter to Race bike - A Toyota Kata story
This is a story of a teams Improvement Kata journey. You will see how they transitioned from a scooter to a race bike.
This presentation was given as part of the KataSummit 2015 Software Practitioners Panel in Fort Lauderdale 2015-02-19
Toyota kata – habits for continuous improvements MIX IT 2014-04-29Håkan Forss
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture.
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Ideas for now
•How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture.
•How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization.
•How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve.
•How small daily experiments lower the resistance to change and builds a kaizen culture.
•How to use the great power of habits to build a new culture.
•How to apply the Improvement Kata and Coaching Kata in a software development context
Read more at http://hakanforss.wordpress.com/tag/toyota-kata/
Toyota kata in knowledge work - European Lean Educator Conference 2014Håkan Forss
* What are the habits, routines, behavior patterns, needed to strive for excellence every day?
* How do we create a culture of continuous learning and improvement?
* The Improvement KATA and the Coaching KATA
* The KATA in knowledge work context
* How to start applying the Improvement KATA and Coaching KATA tomorrow
KATA - Habits for lean learning Agile Australia 2016Håkan Forss
Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
Toyota kata – Agile saturday x 2014 02-15Håkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Make strategy happen with Hoshin Kanri and Toyota Kata Agile AustraliaHåkan Forss
Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results.
Making your strategy happen involves two major, symbiotic components: strategy alignment and strategy execution.
Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organisation.
Organisations also need to become laboratories: constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session, you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level!
It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working.
Presented together with @hakanforss slideshare.net/hkanforss
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013Håkan Forss
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level!
It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working.
Speakers: Mattias Karlsson and Håkan Forss
Toyota kata – habits for continuous improvements by Hakan ForssInstitut Lean France
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle.
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata. Watch the video of the presentation here: http://youtu.be/MT3qgwzj5nY
More Lean IT videos and presentations on: www.lean-it-summit.com
The red brick cancer ACE! Conf 2013-04-16Håkan Forss
We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. You will learn how to understand and improve the end to end flow in your system.
Toyota Kata - habits for continous learning. Shingo Institue European Confere...Håkan Forss
Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture.
In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve.
It’s time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.
Retrospective on steroids - Toyota KataHåkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata!
Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation.
In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don’t seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...Håkan Forss
Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results.
Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution.
Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization.
Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy.
In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.
How to improve flow efficiency, remove the red bricks Agile2014Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
* Red = Non value adding waiting time
* Yellow = Non value adding activates required due to how work is organized
* Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains.
First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency.
We will take a close look at the three laws that define the performance of all processes:
* Little’s Law
* Law of bottlenecks
* Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
Learn how to shift your focus from keeping people and equipment busy to having work flowing to your customers without unwanted waiting time and how that new focus will affect your meetings, process management, and metrics.
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We may even get a pat on the back or even a promotion.
But is this good for the company? Is it good for our customers? Are we really optimizing for the whole or are we just keeping ourselves busy?
Improve productivity, focus on flow - Remove the RED bricks Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
• Red = Non value adding waiting time
• Yellow = Non value adding activates required due to how work is organized
• Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be learn how flow efficiency can be drastically improved in a concrete example.
You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
We will take a close look at the three laws that define the performance of all processes:
• Little’s Law
• Law of bottlenecks
• Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
The red brick cancer Lean Agile Scotland 2013-09-19Håkan Forss
Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes?
In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.
Are you too busy to improve #lkse 2014-05-30Håkan Forss
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We get a pat on the back or a nod of approval from the managers when pulling that all-nighter once again. It may feel good and we could even get a raise for being so efficient, but is this good for the company? Is it good for our customers?
The Busy Bee Paradox Agile Tour Lille 2014Håkan Forss
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We may even get a pat on the back or even a promotion.
But is this good for the company? Is it good for our customers? Are we really optimizing for the whole or are we just keeping ourselves busy?
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
18. Hypothesis
Observation Prediction
Experiment
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
19. Expect at least 50% of the
experiments will not give the
expected result
This is when we REALLY learn!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
20. What do continuous really mean?
• At least one experiment a week
• Always at least one active
experiment
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
21. Daily work
Improving
Delivering value
the work
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
22. See yourself as gardeners
If you don’t keep it up,
the weeds will grow back
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
23. Let’s do an experiment!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
25. Now cross them the other way
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
26. We need to rewire our brains for
continuous improvements
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
27. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
28. What is a Kata?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
29. Create ”muscle memory”
for continuous improvements
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
30. “We are what we repeatedly do.
Excellence, then, is not an act,
but a habit.”
Aristotle
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
31. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
32. Vision
Challenge
Target
Target
Target
Target Condition
Condition
Condition
Condition
Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
35. The Vision
• Process focused
• Not outcome focused
• Not a business or company vision
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
36. Toyota’s Vision for Its
Production Operations
• Zero defects
• 100 percent value added
• One-piece flow, in sequence, on demand
• Security for people
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
37. Software development
Vision example
• Zero defects, in production
• 100 percent value added
• Highest value first, on demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
38. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
39. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
40. What to collect
• Data and facts, not gut feel
• Process metrics
• Outcome metrics
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
41. Our next target
condition is…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
42. Beyond the knowledge
threshold
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
43. Put a square peg in a
round hole
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
44. Setting a target condition
• Hypothesis on the journey towards the next
Challenge and Vision
• Based on your business strategy and model for
process improvement
• Follow the Goldilocks rule
– Not too hard, Not too easy, Just Right
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
45. Challenge
Target
Target Condition
Target Condition
Target Condition
Condition
Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
46. Challenge
Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
47. Target Condition examples
• Make all work visible
• Reduce the lead time by 50%
• Reduce the work-in-process by 25%
• Deploy to production every 2 weeks
• Implement Specification by Example
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
48. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
49. Target
Condition
Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
50. Target
Condition
A P
Current C D
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
51. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
52. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
53. Leader coaching the learners
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
54. Give a helping hand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
55. Give a push in the
right direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
59. So how are the Daily
meeting going? Good. We are taking
small steps in the
right direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
60. You are starting
to take small
Small experiments that
steps every day.
probe your way towards
the Target Condition
I agree.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
61. So, what is the target
condition you are Reducing the lead
working on? time by 4 days
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
62. Lead time Throughput
Frontend Half the lead time 12th dec
Lead time Lead time
S = 10 days S = 8 days
M = 20 days M = 16 days
L = 40 days L = 36 days
Escaped defects Escaped defects
Level 1: 1 Level 1: 1
Level 2: 2 Level 2: 2
Level 3: 0 Level 3: 0
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%
63. We are almost there
What is the actual on the small user
condition now? stories, but not on the
medium and large
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
64. Can you show me
the data?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
66. What obstacles are
now preventing you We have identified
from reaching the the following
target condition? obstacles …
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
67. Which one are you The test
addressing now? setup time
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
68. Document the
What was your setup process
last step?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
69. As we went through
What actually the test setup we
happened? documented every step
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
70. What did you learn?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
71. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
72. What is your next
step?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
73. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
74. Sounds like a major
step? Smaller steps Yes, I guess it is.
are preferred.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
75. What could be a
smaller next step?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
76. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
77. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
Automating setup
of test database
78. Good.
What results do
you expect?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
79. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
Automating setup We expect to half
of test database the setup time for
the test database
80. When can we go and see
what we have learned In one week.
from taking that step?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
81. Good.
See you in one week.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
82. Toyota Kata summary
• Creates organization ”muscle memory”
for continuous improvements
• Improvements are experiments
• Familiar routines, as you probe through
the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
83. Are the exact
Katas important?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
84. Yes, but
• Having routines are more important
– People should know what to expect
– Adds extra security when probing through
the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
85. Toyota Kata may work for
building cars,
but we develop software!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
86. • Toyota Kata can, and have been applied
in other domains with great success
• Toyota Kata has been successfully
applied in product and software
development
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
88. Your treasure map to
Toyota Kata!
http://hakanforss.wordpress.com/tag/toyota-kata/
http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com